Reducing Friction Creates Value!

I am well known to use this phrase (one of my favorites, if you asked any of my colleagues) in board and executive meetings; I think it captures in a very visceral way how making something faster, easier, and less frustrating is an improvement that increases satisfaction and the likelihood of using it or experiencing it again no matter if the subject is process improvement, customer experience, or product performance.

So what is "friction"? The? Merriam-Webster Inc. dictionary defines it as “the force that resists relative motion between two bodies in contact,” or “the clashing between two persons or parties of opposed views.” Both definitions are relevant to our discussion.?

The first, is the “sand in the gears” experience of interacting with a process or product that is slower, or takes more effort to accomplish than it should.? What we’re clearly not talking about here is the positive? role of friction plays in, say, getting your brakes to slow down your car!? (I added that caveat to pre-empt any literal engineering interpretations that might crop up in the comments.)

The second, is the unproductive organizational experience of working with another person (or persons) within the construct of an organizational culture that does not support enthusiastic, polite, and professional exploration of opinions, ideas, or approaches. At best, this conflict demotivates people and slows progress.? At worst, it sabotages outcomes, undermines collaboration, eliminates curiosity, and drives out talent.

I think we can agree the effects of friction in these two contexts is negative. So commit to championing the liberal application of organization lubricant.

Because it can often be easier to identify the friction associated with what you are actually doing than to imagine new ways to get the same outcome, removing friction can be viewed as the “low-hanging fruit” of Continuous Improvement or Process Improvement.? This applies to all of your internal HR, financial, manufacturing, planning, and logistics functions. Go after it, wherever you experience or observe it.

Put yourself in the role of your customers early and often. Try to find answers on your website, purchase products or services, call customer support, register - or even give feedback.? If it all seems fine to you, get a statistically significant sample of novices to try to do it - and observe them carefully. Then change things for the better - as fast as you can.

Product managers should be especially sensitive to the ease and intuitiveness of utilizing or deploying your product or service.? If it is not easy, intuitive, and engaging, improve it.? The phrase, “Any product that needs a manual to work is broken.” is attributed to Elon Musk - and he was probably being tad bit hyperbolic, but it’s a pretty good North Star.? It’s said you only get one chance to make a first impression and having a customer struggle with a product or service is no way to delight or retain them.

One example of a company that pursued this approach publicly is Domino's . Back in 2018 @Dennis Maloney, now retired, was quoted by 谷歌 :

"We have to make sure everyone at every level of our business - from IT to retail - is working toward the common goal of removing friction from the customer experience."

And it seems to me they have been fairly successful with their website, app, and stores in the years since.

So commit to having “lubricant” in your organizational toolbox - and use it often.? It sets the kind of example that can energize everyone on your team and create #value.