A Last Note on the Carphone Warehouse Incident
If you need the history - I had a big problem with the company (blogged here), which was resolved the day after I wrote a post about it on this site (blogged here).
A lot of people might see this as a victory for blogs and bloggers. I’d agree, sure. But, on reflection, I think it’s more of a victory for Carphone Warehouse.
It’s easy for anyone to set up a blog, and give themselves a platform on which to rant and rave about whoever is annoying them this week. OK, it takes a bit longer to establish any readership and authority, and being a decent-ish writer helps, as well. However, any old fool, given some determination, has the chance to do that, on a purely hobbyist basis. As I think I have sufficiently proven.
What’s harder than setting up a blog, is for big organisations with established systems, hierarchies and hide-bound tradition to change. To move from a position where “it’s not this department”, “you need to speak to X about that” and “sorry, there’s no one available right now.” To get to the position where an individual within that organisation can say, “I can see what you’re saying. I’ll sort it out now.” Not only that, but they’re polling for your opinions and ready to intervene where they can be helpful. That would be an enormous culture shock for most large organisations.
My negative experience using the traditional lines of communication, which I persisted with due to a misguided sense of moral decency, versus the guerilla efforts that eventually achieved results, speaks volumes. When the latter worked, it saved portions of C/W’s reputation in some ways, not to mention my relationship with the company. But again, it was the company’s response, not my rudeness (as my nana might have perceived it - and she still oversees my conscience), that got the result.
Technology and social media, in particular, are allowing these transitions to happen within even the largest organisations. But it’s happening on uneven levels and with unequal levels of satisfaction when it comes to people’s experience. The future is spead unevenly, like William Gibson said. The overall movement is positive, though.
Sometimes that’s because it’s on an outlaw level, outside the traditional hierarchies, and the bosses don’t even know about it. Often, it’s on a project basis or through an external agency. Sometimes, it’s individual champions injecting change into organisations, because they actually care about the company or organisation they work for. Less commonly, it’s established by enlightened managers. When the instigators (I still have the C/W hold music in my head) - whatever their methods - achieve real results for the company and create more trust, faith and humanity, the message will spread, inside and outside the company. When they get it right, the impact on the bottom line can be enormous.
Many of us end up hating the large organisations we’re forced to deal with; creating mechanisms to rehabilitate those relationships is crucial. Personal publishing platforms and individuals empowered to engage with them are the way to take this forward.
That organisations as large as C/W are allowing that to happen is extremely heartening. Facilitating that, of course, requires organisations to allow for extreme trust, 20% time or flexible working hours, mobile technology, and a realisation that your reputation belongs with your customers, not the marketing department.