This is the aerial, that is the car…

… how stupidity can be justify by processes, and fail

… how stupidity can be justify by processes, and fail









My friend made a slight oversight: she didn’t fully open the garage door, and as a result, she ended up damaging the antenna of her beautiful new car.

Damn,” she thought “ok, let’s check how fix it.

When my friend contacted the Mercedes service, they informed her that she needed to schedule a computerized diagnostic check before they could provide a repair estimate…

Whether you’re familiar with car services or not, this scenario serves as a metaphor for any service experience you might encounter as a customer!

My friend found it amusing, but her attempt at humor didn’t help the representative understand the issue. So, she decided to visit the dealer in person. However, the response she received was exactly the same:

You must book a computerised diagnosis…”

Then my friend tried:

“ Look, here is the Aerial, that is the car, this aerial belongs to that car, right now this aerial is not on that car. The problem is clear. I’d like you to fix it: make this aerial be again part of that car…

Do you think this sounds like madness? You’re absolutely correct; such a dialogue should never occur. Yet, it happened, and I’ve experienced it firsthand. Even though my issue wasn’t as obvious, I found a solution outside of the Mercedes service: a small, independent service with a less rigid approach was able to fix my car’s problem, which the computer hadn’t detected.

Can you imagine holding the antenna in your hand and simply asking them to fix it? Not only do you feel unheard, but it’s apparent that they don’t even care about you—blinded by their adherence to procedure.

Why does this happen?

It’s outright foolishness to cling to a process despite clear evidence of its ineffectiveness. Yet, it’s a behavior commonly observed.

This tendency occurs frequently within service industries, where efficiency-driven processes are implemented to regulate costs and maintain quality. The notion is to standardize tasks to the point where employee skills become irrelevant—anyone can theoretically execute the procedure. This approach aims to mitigate the risk of being reliant on employees’ moods.

Deploying a service becomes as simple as receiving a client request and filling out a form, with any complexity systematically reduced.

As Jay Baer says “ You remember great customer service because is rare to experience!

The procedure before people!

It’s as if the Agile manifesto never even existed.

The root of the problem likely lies within the organizational culture:

  • In well-designed cultures that prioritize people as the most valuable asset of the company, individuals are empowered to use their discernment when faced with situations outside the norm.
  • When in cultures where Agile principles are unheard of (and even less so, Management 3.0), managers may lack trust in their employees and demand strict adherence to procedures. Deviating from these protocols could result in consequences for the employees.

We assist organizations in fully leveraging CRM capabilities to enhance their client relationships, facilitating success in their digital journey.

This is why we expand the discussion of CRM beyond just the tool—it’s about the strategy.

Because managing the relationship with the customer is not a problem of tool, instead it is first and foremost a strategic decision.

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