I’m asking for no customer success for LIMS because it’s jargon. Instead, I would like to see leadership and strong project management.
Customer Service and Customer Success
In the last post, I described the difference between customer service and customer success. Customer service is reactive, customer success is proactive. Customer service is actually just about giving service when the customer needs it, where customer success would suggest you try to anticipate what the customer will need.
Here’s the entire post, if you want to read it:
What’s Wrong With Those?
Nothing at all, in theory. However, in “customer success,” I recognized something – it seems to be coming from the latest marketing jargon to sell things to customers. When we get terms such as this, they usually end up not meaning much.
In addition, the word “success” has come to mean almost nothing to us. We attend conference-after-conference, hearing all those “happy path” stories about projects with lots of “success.” Only to speak to the person sitting next to us at the conference to hear what a terrible disaster and waste of money the project was.
People do that partly out of embarrassment for spending so much money for projects that bring so little. They do so because they don’t want to get fired. Or, they want to get promoted. Then, talking about a “success” gets people’s notice for getting a new job better than talking about a “failure.”
In any case, it’s the way some people are. The rest of us just have to be a little savvy about it.
Better Habits: No Customer Success for LIMS
So, I ask for no customer success for LIMS, ELN or LES. Rather than getting caught-up in the new jargon, let’s do this, instead: we work hard to get the right people and to train the team so that they can properly manage the projects we have. We manage the people on the team so they understand what needs to be done. It requires giving them all the right tools for that. We use good management and project management practices to make this all happen.
Cost-benefit analyses will measure what the project can and does do to the company’s bottom line.. By setting goals and milestones, the projects can be measured to see how closely they get to meeting the requirements.
This is all hard work. It’s certainly much easier to get out what looks like a magic wand, tap it onto the project plan, and declare “success” and hope that some magic happened. And, in that, that’s why “Customer Success” jargon and the usage of magic wands will be more popular than true project planning.