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Forget automation: Why IT needs to take UX cues from fine dining

chefs

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As a college student, I worked at a 5-star Italian restaurant and learned the discipline and practice of customer service. The general manager knew exactly which corner to stand in to see all the tables during service. We rated the diners’ experience according to how much food they ate and how they looked around the restaurant. What does this attention to detail and individual customer experience have to do with running a service-oriented technology business? ? all.

The tech industry is notorious process automation At the expense of personalization, that aversion can extend to building the relationships necessary to create a successful end product. Unsurprisingly, some companies and their developers have strictly defined client relationships because they are messy, people are unpredictable, and things never go exactly as planned. I prefer to keep things consistent. It’s a dance you have to repeat over and over with each new client or project.

For us, who want to function as a service-oriented technology company, staying on top of our clients’ and customers’ experiences requires paying attention and actively listening. Just like any seasoned restaurant manager, you must constantly scan your environment for clues of satisfaction and dissatisfaction.

Service is more than just the final product

Before opening each night, the general manager had staff hold long strings and measure the angles and distances between tables to ensure that the tables were straight and perfectly aligned at the edges. After telling the staff, he randomly asked about the menu. What color are broad beans?

Seeing the value of such old-fashioned standards left a deep impression on me, and allowed me to incorporate attention to detail as a foundational practice across the board, from designing great UX to building relationships. Creating the desired environment means fine-tuning a million small details and constantly looking for tweaks to make the customer experience better.

From his first experience in the restaurant industry, the seemingly all-knowing Italian also taught me that being empathetic goes hand in hand with the harsh realities of running a service-oriented business. They taught me how to take care of people, how to make them feel good, and how to read body language.

While it may be easy to stereotype tech companies as impersonal dispensers of products (and their developers as cogs in the machine), we don’t just want to take orders. Our task is to become the world’s strategic partner. Grind Long-term success requires constant care and continuous adaptation.

Client experience mapping

We have to redesign again and again how we work with our customers and end users. Expectations are always changing, and market norms are always changing, so they are always changing.The moment you stop trying to improve in small increments improvement It’s time to stop being service oriented.

just like you have a restaurant Order of service Build a customer experience from every touchpoint by mapping a diner’s journey from the moment they walk in the door.

In the sales process, it’s important to layer different people to create more relationship touchpoints across the organization. I feel fully supported. Next, set communication expectations as part of a scripted onboarding experience.Review meeting solicits feedback to determine if the course is correct with poor delivery as appropriate.

Another thing I learned in that Italian is that mistakes are irreversible. It doesn’t matter if you succeed or fail the first time, it’s how you react when the unexpected happens. Turning things around after making a horrific mistake, even if you send them a cold steak, can generate even more loyal customers because it shows you really care.

creative center of service

Technology has a cold and distant image, but it’s important to recognize that coding and development is itself creative, and we should strive to foster a healthy environment for people to perform at their best. To that end, it makes sense to think of it as responsible for running the entire chain, from employees to clients and ultimately end-users. Finding humanity in the work along each link is key to a successful partnership.

In the context of building products, we have to. creative Design seamless, curated experiences for your end users. There are plenty of apps left on someone’s phone that aren’t being used before they are finally deleted. The only way to get the attention of people who share the same interests and problems is to understand their needs.

That’s why we always have to ask our clients: What is the easiest entry point for users? Lowering the barriers is an onboarding experience in itself, an opportunity to build trust. A quick victory.

Likewise, what satisfies one customer may not actually resonate with the wider market. If our customers hired us just to write code, we would be only interested in meeting their expectations. success Products that establish or enhance the client’s reputable presence in the market.

Add value through relationships

As we stand in a metaphorical corner of the room and observe the customer experience, we are synthesizing data and gathering insights from products with millions of users. I’m not interested in a quick fix. Focusing on customer service and end-user experience means focusing on what the market wants, not designing for the market. vacuumThen you can continue to build value over time.

In the restaurant business, the unexpected adds value when there’s a little surprise at the end of dinner. Complimentary after-meal liqueurs are the ultimate in attention to detail, with a brief origin story. Creating richer and more complete customer experiences can set technology businesses apart. explode market. For my old mentor, attention to every nuance from start to finish is what defines 5-star service.

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