I’m not lying when I say there is a better way to make innovation happen. For me, it starts with the outcome we want for the customer. Too often, innovation focuses on incremental improvements rather than transformative action. But what if we, the entrepreneurs and innovators, took a different approach? What if our responsibility was not only to eliminate pain but also to look out for our customer’s best interests and actively shape their potential?
The Question That Leads to Transformation
Michael Schrage’s groundbreaking idea in Who Do You Want Your Customers to Become? resonated deeply with me and I revisit it often. I’ve always believed in looking at outcomes through the lens of transformation. Just as a sculptor or architect sees the inherent potential in their materials, I ask myself: What does my client want to become?
When I heard the HBR podcast discussing Schrage’s concept, I almost jumped out of my seat. The simple yet profound question “Who do you want your customers to become?” is a game-changer. It shifts the focus from solving problems to creating possibilities, from serving the present to designing a better future.
Innovation as Human Capital Investment
Schrage’s framework goes beyond product design. He urges us to see innovation as an investment in the human capital of our customers. It’s not just about creating tools or services but about empowering customers with new skills, values, and behaviors.
Think about Google. They didn’t just create a search engine; they cultivated a world of “instant searchers” who expect speed, precision, and convenience. Similarly, Apple’s design philosophy doesn’t just deliver elegant devices; it nurtures customers who value simplicity and beauty.
This transformative approach demands focus. To genuinely transform your customer, you must hone in on their specific behaviors, not try to serve the entire market. That focus is challenging for many because it requires discipline—it’s the end of free-wheeling sales strategies that cater to anyone who moves. But true transformation only happens when you commit to designing new behaviors for a specific audience.
Aligning Vision and Experience
One of the most powerful ideas in Schrage’s book is the need to align your customer vision with the user experience. Most organizations have grand corporate visions, but few articulate what they want their customers to become. This gap represents a massive missed opportunity.
Take Starbucks, for example. They don’t just sell coffee; they cultivate coffee connoisseurs who appreciate the craft and community behind every cup. Similarly, Tesla’s cars aren’t just cars; they transform drivers into environmentally conscious citizens.
As entrepreneurs, we must focus on designing experiences that reinforce the behaviors we want to see in our customers. This means asking tough questions:
- What kind of customer are we creating?
- How does this align with their aspirations and our long-term strategy?
Designing New Behaviors
Transformation is not easy. It requires careful design and a willingness to let go of the status quo. To shape customers into better versions of themselves, we must first understand what behaviors and aspirations will truly serve them. Then, we design innovations that align with those goals.
This approach is not about small fixes; it’s about bold, transformative action. It means focusing on outcomes, not just outputs. It means building with intention and purpose.
The Dark Side of Transformation
While transformation is powerful, Schrage cautions against its dark side. Innovations can sometimes exploit vulnerabilities rather than empower customers. Facebook’s push for openness, for example, has sparked debates about privacy and trust. Similarly, McDonald’s once-popular “supersize” option became a symbol of unhealthy overindulgence.
As innovators, we have a responsibility to ensure our asks serve the best interests of our customers. This means anticipating risks and designing safeguards to avoid unintended consequences.
Applying “The Question” to Your Business
To leverage Schrage’s insights:
- Identify how your most successful innovations have reshaped customer behaviors.
- Align your innovation strategy with the future you envision for your customers.
- Anticipate potential risks or negative perceptions of customer transformation.
- Treat your customers as assets, continuously investing in their growth and value.
A Call to Action: Innovating With Purpose
Ultimately, our role as innovators is not just to solve problems but to help our customers become better versions of themselves. By asking, “Who do you want your customers to become?” we shift the conversation from transactions to transformation, from short-term gains to long-term growth.
So, let’s commit to designing new behaviors. Let’s focus on creating value that transcends products and services. And let’s never forget that every idea, every person, every innovation, wants to become something. It’s our responsibility to guide it—and our customers—to their fullest potential.