It is quite obvious that a CIO’s track record of consistently falling below expectations usually leads to the eventual and untimely pursuit of new career opportunities, often in different industries. However, is it wise to build a career track record or even to attempt to build a record based on consistently “exceeding expectations”? Many organizations have stated missions that declare “we will exceed our customer’s expectations.” Although this sounds good, is this wise? Is it better to spend ample time setting expectations than consistently delivering and meeting those expectations?

Let’s first take a quick glimpse at the following 2x2 matrix. The vertical axis represents the delivered solution. Starting from the bottom we have low “X” delivered solution on the bottom and we have the high “X” delivered solution on the top (where “X” represents quality, features, reliability or whatever is the best fit for your organization). The horizontal axis represents expected expectations, starting on the left with low expectations then moving to the right with high expectations.

“Area 1” represents the zone where low expectations meets or is equal to the low “X” delivered solution. “Area 2” represents the zone where high expectations exceeds or is greater than the low “X” delivered solution. “Area 3” represents the zone where the high “X” delivered solution exceeds or is greater than expectations. Finally, “Area 4” represents the zone similar to “Area 1” where high expectations meets or is equal to the high “X” delivered solution.

On-the-Line

My all time favorite zone is “Area 1.” The “feel good” zone. This zone is the easiest to navigate in and the easiest to succeed in. However, this zone is probably the most overlooked and often intentionally ignored. Various successful fast food restaurants strategically operate in this zone. Loads of discount superstores tactically operate in this zone. Countless information technology solutions should be planned, designed, built and operated in this zone. Some examples of solutions in this zone are:

• Short term use solutions.
• One time use solutions.
• Non-customer facing solutions.
• Proof of concept solutions.
• Non-strategic solutions.

They do not need glossy lipstick, so do not over deliver. Understand and cherish when you are operating in this zone. These are the gimmies. Deliver what is required and then consider it done. Move on. Don’t be a superhero and do not look for the opportunity to shine. Do not exceed customer expectations. Do not make the mistake and assume that all information technology solutions should be planned, designed, built and operated in “Area 4”.

Let’s jump forward to “Area 4.” This is where high expectations meet the high “X” delivered solution. This is the very finest upscale restaurant in town. It’s expensive but you have no issues with the $100 bill with a $20 tip. This is the zone that feels good when it is done. This is the zone that represents the glorious projects that took 24 months of planning with 18 months of implementation. The customers love it, the organization finds it useful, and the productivity has increased by 20%. You delivered it on time, within budget, with the features and reliability that was promised. Enjoy this. Celebrate the marvelous accomplishment. You deserve it.

“Area 1” and “Area 4” are considered on-the-line. When you are delivering solutions that are on-the-line then you are operating in an environment where you are meeting expectations. You are meeting those expectations because you are managing the expectations throughout the plan - designing, building, operating and even improving processes.

Below-the-line

Now let us move to the all too obvious “stay away” zone, “Area 2.” This is where expectations exceed or are greater than the “X” delivered solution. This is equivalent to visiting the very finest upscale restaurant in town from “Area 4” and being served the fast food that you would expect if you were operating in “Area 1” - with the $100 price bill and expected $20 tip. You would not stand for it and you understand when, how and why others would be frustrated with you if you operated your organization below-the-line.

There is really no reason to spend a lot of time discussing this zone. Avoid it. If you end up here, understand why and don’t let it happen often. If it does, you may want to think about a new career. Either the organization is not right for you or you are not right for the organization.

Above-the-line

“Area 3” is where complex organizations typically have trouble. This is where they knowingly, with all good intentions, set out to exceed customer expectations. They intend to operate “above-the-line”. They do everything they can do for their customers (which of course is a good thing, right?). They will deliver every precious solution in such a way that it exceeds customer expectations. Well…what happens when you knowingly exceed customers’ expectations? Can you really afford this? Is this possible?

Let’s talk about our favorite fast food restaurant again. I do recognize that fast food restaurants are different than information technology organizations, but I was hungry while writing this article.

Suppose next time you visit your favorite fast food restaurant you ordered your typical hamburger, fries and a large drink. However, you were pleasantly surprised when you were served a fantastic meal that looked, smelled and tasted like your favorite upscale restaurant that cost $100 for less than $5 without the $20 tip. You of course are ecstatic. It just so happened that when you visited that fast food restaurant, it was operating in a slow period. The restaurant management made a strategic decision to focus all of their resources on customers when they are operating in slow periods and deliver meals that were superior in the fast food industry. They thought that by providing you and others like you with this quality meal, that you would be a loyal customer for life.

That fast food restaurant exceeded your expectations. They went the extra mile. You are a “happy camper.” You just told ten people about your experience and you ordered three tee-shirts and two hats to express your new love and devotion. Your expectations have been exceeded. However, unfortunately for the fast food restaurant, your expectations have also been reset.

You and your ten friends visit the fast food restaurant the very next day (you just simply could not stay away). You ordered the same hamburger, fries and large drink. However, this day, you were provided with a hamburger, fries and large drink. You are upset. Your ten friends are also upset. You and each of your ten friends tell 10 people how dissatisfied they are and now the restaurant has more than 100 people with negative attitudes. But they were just trying to exceed your expectations, right?

You should constantly set expectations and then meet them. Trying to exceed customer expectations typically resets expectations. If you are constantly trying to exceed expectations, you may get into a scenario where it is cost prohibitive to continue exceeding expectations. You may even arrive at a scenario where it is physically impossible to exceed expectations. You should set expectations, then meet them.

Other examples of trying to operate over the line or trying to exceed expectations include:

• Knowingly padding budgets to deliver solutions below costs.
• Spending too much energy on solutions that were not necessary.
• Intentionally overstating the time estimates to deliver solutions early.

Moving forward thoughts

Understand where you really need to be on-the-line. Is this a high valued solution or a quick and dirty get it done job. It is O.K. to operate in “Area 1” and it is certainly O.K. to operate in “Area 4.” Be careful not to operate in “Area 2” and be aware and try not to knowingly operate in “Area 3.” Spend as much time as possible upfront and understand the zone that is best for each scenario. Each scenario is different, each customer is different, and each solution is different. You should constantly set expectations then meet them.