The Comcast Effect.

I seem, very much, to be in a tizzy over the economy - specifically how we work, why we work, and what we work on. I think the whole system, created by industrialization, has turned like some modern-day ouroboros, onto itself. The mechanization and industrialization has ran away with regulations (and de-regulations) all in the wrong places. It's left the free market, good work, and the lower-class gasping in the dust.

As for the middle class, our current legislative body, from fed to state, and often local, stabbed it in 2002, it just took this long for it to bleed out. The middle class barely had tiem to gasp "Et tu?"

The ever-increasing hatred of Comcast is a bandwagon that has perhaps circle. Recordings and interviews  making the rounds, showing us the madness of the Comcast system. And regardless of claims to the otherwise, Comcast knows about and encourages it.
In fact, I feel like translating the Comcast apology:

We are very embarrassed by the way our employee spoke with Mr. Block and Ms. Belmont and are contacting them to personally apologize.

 Translation: We are so busted. This is just like when mom caught me stealing as a child. I had to go, apologize, and promise to pay back the shopkeeper. So now we have to apologize even though the candy we stole was delicious. Lame 

 The way in which our representative communicated with them is unacceptable and not consistent with how we train our customer service representatives.

Translation: We do not precisely train our CSRs like this. In fact, it's not until they get on the call center floor where we discreetly discuss metrics. We reinforce these metrics at their 30- and 60-day reviewt

We are investigating this situation and will take quick action. 

Translation:   So, we know what's up and we will handle it in-house by completely ignoring it and.or firing the employee. 

While the overwhelming majority of our employees work very hard to do the right thing every day, we are using this very unfortunate experience to reinforce how important it is to always treat our customers with the utmost respect.

 Translation: This happens all the time, but we will add an extra ten minutes in training to discuss how much we care about our customers so we can update the published date on our training materisl. We'll make it look like an overhaul by paying people way more money than they ought to rewrite the language of our training materials.

(As a mercenary who doesn't have apersonal beef with Comcast, I'd like to say to them: I am up to the rewrite job, and my fees are reasonable. It's will be $10,000 a month. You can bundle that with my $5000  a month  consulting and my $3000 cartooning. Now separately you'd pay 18 grand for all that, but with introductory bundling, I can get you two for $9000 or all 3 for only $6000 for 6 months!  What a deal!)*

 Sometime in the past we gave up on the simple idea of good products and services. There used to be this process. You made a product or a service, then shared it and exchanged it for money. if the product and/or service was good, and you were reasonable, you would get returns and some profit. Industrialization was, supposedly, simply an extension. of this.

But something went sideways. We stopped looking at return customers and happy customers as signs of good work and started engineering opinions. We sent out surveys. And the surveys said things like 'the call was too long" or "they didn't fix the problem and I had to call again."  And we valued signing up new customers, at any cost. We added flow lists and databases and metrics because we thought the science and data backed it up. And it did, to a point. 

But we stopped offering service, and offering to do the jobs, and starting managing the customer. Not his expectations, but them. We forgot that all the data in the world isn't giving the customer what they want or need. 

The fact is, while it's true that no sane or honest business owner goes into the game to lose money, the profit - the bottom line, comes from relationships, and connections.

Rather than asking "What can we do to help the customer?' We ask: "Can we make the customer happy in 6 minutes." Then we ask "Can we finish the call in 6 minutes to help the next person, and can we make them wait in a queue."

I have discussed this before here.

Comcast is not alone. I worked for a small Telecom, TDS. I was a pretty solid employee,but I had a problem. I wanted customers to be helped. I want to solve their problem and make sure they didn't need to talk to me again.
Did some of the customers need multiple things? Yes. That, at first, didn't bother me. Did some customers ask me for things outside my scope of support? certainly - I explained that I could help, or couldn't. If I could help, I said other agents might not be able to help.

I had excellent customer service. But in the world of metrics and numbers, this was unacceptable. And the simple answer is because our managers were so divorced from the customer and the process that they couldn't even understand good customer service, and why their metrics were detrimental to the people on the floor. Customer Service Representatives breaking out in a sweat when the difficult call takes very long. raises lost to skewed averages and you miss a metric.  

All companies do this. Marco's Pizza did this. Measuring the time to make pizza, the time in the oven, the time on cut and time out the door. All of these do, in fact affect customer service. But, in the end, the only thing that really matters is the quality of the pizza and the good customer experience.  At Marco's Pizza, the management is not distant from the customer. If a customer is happy, metrics are loosened. If a customer is unhappy, no amount of metrics repair it.

Metrics tell very little about the customer experience. It is a game of testing boundaries - how much can we get away with in our search for profit and speed and still have a positive experience.

It seems insane. In order to give a "positive experience" I had to not do all the things that made an experience positive.

Now the same telecom sent all their tech jobs to uneducated Jamaicans, costing the US jobs and giving a worse customer experience.

Madness and bad customer experience in a search for profit. No company went out of business by building positive relationships.

Something has happened. Industrialization and profit-hunting have become metric chasing. Desperate attempts to show your job is relevant by explaining why your imaginary measurements are good measurements. That the science of profit, time management, and efficacy replaced the ability to craft a good customer experience.


*Comcast must sign a 12 month contract. After 6 months the introductory rate become $19,999 a month. Early termination fees apply.