In this chapter of the groundswell, we learn that employees can tap the groundswell with their ideas. Reading this chapter reminds me of so many ideas I have for my current job at Victoria’s Secret. Unfortunately, we have no way to share our ideas except with our managers. One of my ideas would help with the craziness of our huge semi-annual sale. We organize our products in boxes by size, but because there’s so many of them and everyone loves our sales, it all gets mixed into the wrong boxes within seconds and so it confuses other customers and I think that we lose potential sales. These boxes are usually put right at the front of the store (first room) so if a customer feels confused and lost, they’re most likely going to avoid stepping further inside and see our non-sale items. My idea was to have some kind of technology that connects the box with the correct size (with the tag) like a chip or something, so if it’s in the wrong box we would know by a beep or even just a red light. this would make reorganizing the boxes a much easier and faster process so we can be more productive and be able to assist customers rather than spend hours reorganizing the boxes. This might expensive, but may actually bring bigger a return when we gain more sales from customers who would’ve been confused and left and customers who were assisted by associates who would’ve spent the time reorganizing. My point here is that if we had an internal groundswell application like Blue Shirt Nation, our ideas would have been listened to and may have become a reality. In fact, Li and Bernoff mention “internal groundswell works only when management is listening” (Li & Bernoff, 2011).
- Blue Shirt Nation (Best Buy’s internal community), shows one the benefits of having an internal groundswell application, which is effective communication.
- Problems were fixed immediately, employees’ concerns were addressed, and positive thinking had an impact on other stores.
- Bell Canada, shows that innovation can be achieved by the help of employees.
- ID-ah! Allowed employees to submit their ideas “fifteen thousand employees (out of forty thousand Bell Canada employees) visited the site and six thousand voted” (Li & Bernoff, 2011, p. 243) which ultimately led to ideas being reviewed and some implemented.
- Employees felt empowered by the groundswell
What if Victoria’s Secret created similar applications for us to share our ideas. We interact with customers more personally and on a day-to-day basis, so we get a better a perception or ideas about what works and what doesn’t, and most importantly, what our customers want
Deloitte D street is a great example of an employee social networking site provided by Deloitte. here’s a screenshot of how it looks like:
Li, C., & Bernoff, J. (2011). Groundswell. Boston, Massachusetts: Harvard Business School Publishing.