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Forbes
11 hours ago
- Business
- Forbes
Customer Service Is A Human Sport—Even In The Age Of AI
Jim Stevenson, CEO and Founder of Bletchley Group. Customer service has never been more scrutinized or more automated. Chatbots field our queries, apps track our orders, and self‑service portals promise instant resolutions. Yet, for all the technological wizardry, one timeless truth endures: at the heart of every customer service request or purchase journey is a human looking for an efficient and memorable experience. I was reminded of this on an otherwise ordinary Saturday evening at an Italian restaurant in Santa Monica. The pasta was sublime, the service attentive but not intrusive, and having debated and ultimately rejected the merits of tiramisu versus panna cotta, the bill arrived at an appropriately relaxed pace. So far, a great service. Then, ten minutes after arriving home, my friend realized her grandmother's heirloom ring, handed down through three generations, was missing. Calling the restaurant while realizing it was probably closed, we expected the standard answer, 'Pop back tomorrow, we'll have a look.' Instead, we were invited straight back, arriving to discover at least three members of staff had abandoned their cleaning and till-counting duties and were searching in the restrooms, around the table and in the bins. They were prepared with a box of disposable gloves so we could join the search. We left ring‑less but raving that this restaurant has earned two lifelong advocates thanks to the staff's genuine concern and willingness to dive into the search (and trash) to look for a customer's ring. Consider this experience while you digest a colder statistic: 78 per cent of UK customers now finish a service interaction frustrated—the highest level in a decade. Worldwide, more than half of consumers will defect after a single bad experience, and PwC reckons nearly a third will dump even a favorite brand after just one slip‑up. We have never had more technology promising to cosset customers, yet most of us now dread contacting 'support'. That contradiction is large enough to drive a chatbot through. Automation, when misapplied, simply scales indifference. Swedish fintech Klarna trumpeted in 2024 that its AI assistant had absorbed the workload of 700 human agents; by May 2025, the CEO was rehiring people because service quality had 'dropped' and customers still 'need to speak to a real person'. Yet technology is not the villain; misapplied technology is. Chewy, the online pet‑supply retailer, refunded a shopper after her dog died, advised her to donate the food, and then sent flowers signed by the agent who took the call. One compassionate gesture, amplified by social media, became brand equity that money cannot buy. Scaling the genuine compassion of sending flowers to a dog owner becomes cynical commercialism if not handled correctly, with authenticity and understanding. Whether searching dustbins or sending bouquets, the same five human values do the heavy lifting: • Empathy: Feel the customer's pain before you fix the process. • Ownership: The first person, or bot, who spots a problem shepherds it to resolution. • Speed: Responses must be quick and conclusive; velocity must lead to resolution. • Visibility: Show the graft; a real‑time progress bar or progress emails beats silent purgatory. • Culture: Celebrate staff who exceed the script; folklore outpaces policy binders. You cannot code kindness, but you can design for it. Map emotional journeys, not just click paths. Let AI clear the low‑stakes questions but provide a 'Human, please.' button inside two taps for the high‑stakes ones. Consult your customer service team, as they have daily interactions with your customers and are familiar with the frustrations and expectations. Replace unhelpful generic updates 'Your request is being processed.' with helpful and personable ones like 'Hang tight—we're on it and will update you within ten minutes.' Above all, broadcast hero stories internally; behavior follows narrative. Build a culture of excellence in customer service that permeates the DNA of your company. Employees will want to work for you, and customers will want to buy from you. Here is the paradox: 80% of companies believed they delivered a "superior experience" to their customers, but their customers do not agree. The tools we built to get closer to customers can push them further away unless they amplify, rather than anesthetize, our humanity. Before rubber‑stamping the next chatbot launch, ask a straightforward question: Would this experience make a customer believe we would dig through the bins for them at eleven o'clock on a Saturday night? If the answer is 'probably not', no algorithmic cleverness will keep them loyal. Design your online and offline experiences with the same core values and excellence in mind to build customer loyalty and brand equity. Excellent customer service is, and always will be, a human sport. Technology is just the kit. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Forbes
14-04-2025
- Business
- Forbes
How Today's Business Leaders Can Thrive In A VUCA World
Jim Stevenson, CEO and Founder of Bletchley Group. In the relentless drive of global business, there's a four-letter acronym that's become as ubiquitous as the morning coffee: VUCA. It stands for volatility, uncertainty, complexity and ambiguity. Coined by the U.S. Army War College in 1987, it was originally used to describe the unpredictable post-Cold War landscape. Fast forward to today, and VUCA seems tailor-made for our current business climate. Let's break down what VUCA looks like from a business perspective. Volatility: Rapid and unexpected changes have become the norm. One minute, you're on top of the world; the next, a new technology or tariff has you scrambling. Uncertainty: Predicting the future is about as reliable as the weather forecast. Economic shifts, political upheavals and global pandemics have ensured that. Complexity: Gone are the days when problems had straightforward solutions. Today's challenges are intertwined, multifaceted and often downright perplexing. Ambiguity: Clear-cut answers? In your dreams. We're often navigating through fog and making decisions with incomplete information. Businesses traditionally excel when the rules are clear and the playing field is stable. However, in a VUCA world, the rules, context and environment are in constant flux, challenging conventional business mindsets. Here are some of the things that can lead to unpredictability: Trade Tensions: Tariffs here, sanctions there. Global trade has become a high-stakes poker game, with businesses caught in the middle. The recent escalating trade disputes between major economies have led to global market volatility and uncertainty in supply chains. Technological Whirlwinds: Keeping up with technologies like AI, blockchain and quantum computing feels like running on a treadmill set to sprint. While offering opportunities, they also introduce complexities and ambiguities, especially concerning regulatory frameworks and ethical considerations. From what I'm seeing, this technological bifurcation has led to a significant increase in the cost of doing business. Health Crises: The Covid-19 pandemic and the government response reminded us how interconnected and fragile our systems are, causing far-reaching economic consequences, including a global recession and disruptions in financial markets. These health crises have exposed vulnerabilities in global supply chains and workforce management, prompting businesses to reassess their operational strategies. Geopolitical Conflicts: Ongoing conflicts contribute to an unpredictable business environment, affecting markets and investor confidence. For example, the wars in Ukraine and Gaza have led to significant geopolitical tensions, disrupted supply chains, increased commodity prices and heightened uncertainty in international markets. Here's the kicker: VUCA isn't all doom and gloom. For the astute business leader, it's a golden opportunity to build resilience and adaptability, which can pay dividends for years to come. Here's how: Rigid five-year plans are so last decade. Be clear with your objective, but embrace flexibility in getting there. Think of your business as a speedboat, not a cruise ship. This agility enables organizations to navigate volatile markets and seize emerging opportunities. In a world where the only constant is change, continuous learning isn't optional; it's essential. Encourage curiosity, experimentation and, yes, even failure. Each misstep is a learning opportunity. A culture promoting continuous learning and innovation helps companies evolve and constantly find solutions to complex problems. Developing robust risk management strategies is not about paranoia but preparedness. Scenario planning can turn potential threats into manageable challenges. No one has all the answers (not even you). Fostering partnerships with diverse perspectives can illuminate knowledge gaps and spark innovation. Engaging with international organizations can create a truly interconnected global ecosystem to enhance trust and cooperation. In turbulent times, teams look to leadership for guidance and reassurance. Communicate a clear vision, but also listen. Empathy can bridge gaps and build trust. Leaders who understand the human side of change can better lead their organizations through uncertainty. While VUCA presents challenges, it also offers unprecedented opportunities. Businesses that adapt will not only survive but thrive. The key lies in embracing the chaos, finding clarity amid confusion and viewing uncertainty as a catalyst for innovation. So, as you sip your coffee and ponder the unpredictable day ahead, remember, in the VUCA world, resilience isn't just a trait; it's a strategy. In fact, I believe it's the only strategy, and those who master it will lead the charge into a future where the only certainty is uncertainty. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
