After having wasted hours on a typically crummy support line of a cloud vendor, I can be quiet no more, I need a moment to rant.
A nicely written rant by David Taber got me thinking. Why is it that software executives so often fail to learn from other industries? Are we so busy telling others how to be modern and efficient that we assume they have nothing to tell us?
Let’s get to the substance of David’s rant with the understanding that what he writes applies to all vendors, not just those on the cloud.
There’s a phenomenon that economists describe as a “race to the bottom,” where vendors compete by undercutting in price, which leads to a reduction in quality and service… Unfortunately, the customer support function of many (most?) software and cloud vendors is very vulnerable to this effect.
He notes that support department metrics contribute to the problem rather than solving it. If the goal is cost reduction, measure cost per call. That generates the typical “RTFM” or “restart, reboot, reinstall” responses that get you off the support line quickly. Shorter calls means more calls per support rep and lower labor costs. It further generates a move to low labor cost countries to provide this low skill level type of support.
A couple decades ago Deming showed all of us how to escape this race to the bottom. Targeting manufacturers Deming showed that increased quality costs less – not more as assumed in a race to the bottom environment. The software industry needs to learn this lesson as well. It starts by measuring the correct things, is the customer getting business value from the product? Then you leverage the customer experience to improve the product, thereby improving the customer value received and customer experience. Repeat as often as possible. The Deming Cycle leads to a positive spiral. Results follow a clear direction of causality: investment in high quality support leads to redirecting development resources to produce quality product which results in better partnership with customers and lower support costs.
HarrisData is not alone in learning this lesson. I hope David keeps ranting, and that my colleagues and I keep listening, thinking, and acting on his rants.