User Feedback: Crux of the Lean Enterprise Infrastructure Organization

The pre-eminent economic resource that has successfully replaced an enterprise’s financial and physical capital in the new economy is knowledge. In the new economy, knowledge-based assets directly correlate with the enterprises’ business strategy management, resulting in intellectual capital growth- the key source of generating competitive advantage.

           ‘Knowledge has become what we buy, sell and do.’

Intellectual capital encapsulates an enterprise’s knowledge-based assets, mainly comprising human capital, relational capital, and organizational capital. The interlinks of these components are the framework for an organization in remaining relevant, innovative, attaining sustainable competitive advantage, and in the expansion of wealth and production of high-valued assets within the enterprise. Within the interlinks of these framework components, the intersection stands at the junction of the feedback loop. The user feedback loop is the crux of a lean enterprise infrastructure organization.

           Firms begin their feedback loop at the front line, and rightly so since the user feedback loop helps generate knowledge. The knowledge that will directly feed into contributions for quality improvements, corporate profitability, and new product success rate; in turn, expansion of the organization’s intellectual capital.

‘Your brand is what other people say about you when you’re not in the room’ Jeff Bezos

Clear feedback is the cornerstone for improvement, and the strongest feedback loops do more than just connect customers. Our Infrastructure team recognizes the strength of feedback loop and transparent communication. Customer feedback fluctuates across the type of use context for a product, and geographically, it is dynamic. Gaining a clear pool of knowledge can set the extraordinary from ordinary when it comes to services and product delivery.

           However, the configuration of building the most robust feedback loop is layered. To develop the sixth sense, several roles are constantly at play. The role of IT in facilitating the firm’s customer agility is tremendous. Our Infrastructure team can sense customer-based opportunities and how quickly it responds is what customer agility sums up to be. Furthermore, the facilitation of ‘knowledge creating’ synergy and ‘process enhancing’ synergy are the two roles positively moderating the relationship of the firm’s customer-sensing capabilities and its customer-responding capability. The injection of a feedback loop through the ‘knowledge creating’ synergy is essential since it allows the team to understand its struggles and look at the negative and poor user feedback more analytically. It is a chance to potentially turn critics into fans. Management of change and adaptation to new measures is a layer testing the team’s innovation capabilities and keeping them on their toes.

“ The public is more interested in personalities than in corporations.” David Ogilvy

  To ensure that customers keep coming back for more, surpassing its previous performance is the constant driving force for our team. The trick is to understand; it takes humility to seek feedback and wisdom to understand and analyze it appropriately.