Talk about exciting!
Monday, September 22, 2008
Thursday, September 11, 2008
Sunday, September 7, 2008
CCRP - Week 2 & 3
Week 2
Monday - 25 August 2008
Stephen Bryant, Gary Curtis, Brian Grove from Tuscon, AZ provided training on QuickBooks Online (QBO) support tools.
Take- aways:
* Intuit products have an enormous amount of back-end support for every product offering (CP3) which include things such as Customer Relationship Management (CRM) software, remote agent support software and tools, product knowledge databases, skilled Intuit employees that are product experts and are very willing to assist the customer.
* Memory Tools:
o 10-24-7 Principle - Review something 10 minutes, 24 hours, and 1 week after learning something new and it will help you better store information beyond your short-term memory.
o Have experiences that assist in the learning process or in other words make the information come alive such as shared group experience, using all 3 sensory channels (sound, sight, action).
+ In class a fictional story was used while others mocked several hand motions that corresponded with some of the words. Later we were asked to tell the same story to our neighboring classmates and we found it helped us remember the major portions of the story by being physically involved. Little did we know we were learning the process of taking support calls (answer, log time, ensure you have the skills, call customer or leave a message, then summarize to the customer your exchange).
This was a less exciting day than in the past but the information will be important information in the days to come.
Tuesday through Friday (26 August - 29 August 2008)
We continued learning the QBO product, learning how to deal with customer issues, and completed dozens of practice modules that instructed us to first input something in the computer incorrectly and then going back to fix it. This will help us in the future assist customers fix some of their issues.
In the middle of the week we had lunch while we meet several leaders from different areas of the company. I had the privilege of talking with the co-founder of Homestead. He was insightful and had a great deal to say about Intuit and were we are headed as a company.
Week 3
Monday - 1 September 2008 (LABOR DAY! OFF WORK!)
Tuesday - 2 September 2008
We continued to be trained on the products and then split up in the morning in to two groups. I took the first customer service call in front of 20 classmates. Scary! When the instructor asked who wants to take the first call, silence ensued. Then after about 2 minutes and a threat by the instructor that he would randomly select someone I responded that I would go first. Luckily, we looked at the customers online question and then tried to anticipate as a group what the problem was and how we could solve it. I call the customer after lunch. Solved the problem in about 3 minutes and its was over. The rest of the day was more training.
On Wednesday we received more training and started more actively taking customer calls. At the end of the day Justin Kitch and many of the Small Business Online leaders came to meet with us over dinner. Prior to mingling, Justin shared his vision of the potential and burden that rests on the Small Business Online to provide significant growth over the next few years for Intuit. We had a Q & A session and then he asked that this be not only a good experience but that we become intimately acquainted with our customers needs, learn a ton about the product, and provide feedback on what we learn.
Action Item - Send Justin an email during this customer support experience saying five things that I learned.
Thursday and Friday we began taking calls in smaller groups and finished our official training with the instructors. Next week, its sink or swim!
On Friday afternoon we headed to play laser-tag with our 50 person group. We played 3 - 20 minute games. We had six teams and kept the same teams for all the games. We would charge indoor obstacles, take over towers, forts, and strong holds. We finished 2nd place overall winning 2 of our 3 games. It was fun to work as a team, develop and execute strategies, and have fun. Laser-tag was a great way to lighten the mood after a crazy week.
I'm still having a ton of fun and love working for Intuit. I'm still soak up everything I'm learning like a sponge and loving it!
Monday - 25 August 2008
Stephen Bryant, Gary Curtis, Brian Grove from Tuscon, AZ provided training on QuickBooks Online (QBO) support tools.
Take- aways:
* Intuit products have an enormous amount of back-end support for every product offering (CP3) which include things such as Customer Relationship Management (CRM) software, remote agent support software and tools, product knowledge databases, skilled Intuit employees that are product experts and are very willing to assist the customer.
* Memory Tools:
o 10-24-7 Principle - Review something 10 minutes, 24 hours, and 1 week after learning something new and it will help you better store information beyond your short-term memory.
o Have experiences that assist in the learning process or in other words make the information come alive such as shared group experience, using all 3 sensory channels (sound, sight, action).
+ In class a fictional story was used while others mocked several hand motions that corresponded with some of the words. Later we were asked to tell the same story to our neighboring classmates and we found it helped us remember the major portions of the story by being physically involved. Little did we know we were learning the process of taking support calls (answer, log time, ensure you have the skills, call customer or leave a message, then summarize to the customer your exchange).
This was a less exciting day than in the past but the information will be important information in the days to come.
Tuesday through Friday (26 August - 29 August 2008)
We continued learning the QBO product, learning how to deal with customer issues, and completed dozens of practice modules that instructed us to first input something in the computer incorrectly and then going back to fix it. This will help us in the future assist customers fix some of their issues.
In the middle of the week we had lunch while we meet several leaders from different areas of the company. I had the privilege of talking with the co-founder of Homestead. He was insightful and had a great deal to say about Intuit and were we are headed as a company.
Week 3
Monday - 1 September 2008 (LABOR DAY! OFF WORK!)
Tuesday - 2 September 2008
We continued to be trained on the products and then split up in the morning in to two groups. I took the first customer service call in front of 20 classmates. Scary! When the instructor asked who wants to take the first call, silence ensued. Then after about 2 minutes and a threat by the instructor that he would randomly select someone I responded that I would go first. Luckily, we looked at the customers online question and then tried to anticipate as a group what the problem was and how we could solve it. I call the customer after lunch. Solved the problem in about 3 minutes and its was over. The rest of the day was more training.
On Wednesday we received more training and started more actively taking customer calls. At the end of the day Justin Kitch and many of the Small Business Online leaders came to meet with us over dinner. Prior to mingling, Justin shared his vision of the potential and burden that rests on the Small Business Online to provide significant growth over the next few years for Intuit. We had a Q & A session and then he asked that this be not only a good experience but that we become intimately acquainted with our customers needs, learn a ton about the product, and provide feedback on what we learn.
Action Item - Send Justin an email during this customer support experience saying five things that I learned.
Thursday and Friday we began taking calls in smaller groups and finished our official training with the instructors. Next week, its sink or swim!
On Friday afternoon we headed to play laser-tag with our 50 person group. We played 3 - 20 minute games. We had six teams and kept the same teams for all the games. We would charge indoor obstacles, take over towers, forts, and strong holds. We finished 2nd place overall winning 2 of our 3 games. It was fun to work as a team, develop and execute strategies, and have fun. Laser-tag was a great way to lighten the mood after a crazy week.
I'm still having a ton of fun and love working for Intuit. I'm still soak up everything I'm learning like a sponge and loving it!
CCRP - Week 1 (Thursday & Friday)
Week 1
Thursday - 21 August 2008
Even with a ton of things to write about I still struggle posting about them. Even when I blog I don't do the events and activities justice. I will do my best to reiterate what I did and learned on each of these days.
On Thursday, those who did not have company laptops received them at 8 AM. I was stoked to receive a brand new laptop with all the accessories. Several of the leaders snapped pictures as we ran through the door to find our set up machines. The leaders made it an exciting moment. I logged on and opened my email to find 80+ emails waiting for me to read. I spent a few minutes reading emails, accessing the company Intranet, and then meet up with the entire group in the larger room.
At 9:00 AM the group meet our QuickBooks Online (QBO) trainers who would be training us for the next two weeks about the product, how to use the product ourselves, and then how to help others use the product. QuickBooks Online for those who don't know is an online version of Intuits most successful small business accounting software. QBO is the online version that allows access only from the web and that is were the data is stored as well. This has many advantages to the customer because they can manage their accounting from any where, give access to others easier, and prevents customers from losing their data that might have been stored on one desktop computer when a hard drive fails or other computer failure happens (as they always do eventually).
Without any instruction on how to use QBO we were given tutorials that we individually followed to try and do what a normal business would do when first trying to establish their online QBO accounting. This was very difficult and sometimes painful. Although QuickBooks has done a great deal to simplify accounting software (converting single entry accounting into the more formal double entry accounting), its was a challenging activity. At the end of a pretty stressful day, we had a Hoe-Down BBQ with all the leaders and several of the previous years participants.
I don't have a picture of me at this event but the food was delicious BBQ ribs and fix'ns.
This is about 1/4th the people that were at the Hoe-down. Yehaaa!
Friday - 22 August 2008
We started the day with another fantastic leader presentation. Laura Fjelstul, the Supportability Management Leader explained SBD Customer Care (CP3). Having been at Intuit for 7 years, she said Intuit uses tons of acronyms. Some of them include (this is for my future reference):
O2C - Order to Cash
CP - Core Process
CP1 & CP3 - Product Development & Tech. support
CP2 - Marketing/Sales
HPO - High Performing Organization
GPTW - Great place to work
CTG - Consumer Tax Group (Turbo Tax)
XD - Experience Design
DACI - Driver, Approver, Contributor, Informed
IDEA - Identify, Design, Execute, Access
She gave some helpful advise:
Focus on teamwork, listening skills, and project management skills.
Immediately following the presentation we were split up in groups and given a Business Challenge (case study) to work on as teams. We were confronted with a business case where a decision needed to be made, supported, and defended upon our presentation to the rest of the groups at the end of the day. We were so busy with the activity that when lunch was delivered we picked it up and continued working through lunch. After 4+ hours we had completed the project but still wanted more time to polish. However, we presented our idea and learned a TON from this exercise. I learned the most about project management, leadership, clear communication, and having clear roles & responsibilities.
Being the perfectionist that I am, I struggled with the performance and quality of our groups output. We definitely didn't under perform but I believe we could have accomplished much more with the time given had we better organized our plan of attack and delegated better. I felt one of the difficult tasks was in finding a leader and assigning roles to people that didn't eagerly and proactively seek for things to do. I felt like I didn't want to take charge because the role was not mine to take and because others were equally capable and even desired to assume command. If a leader dictates to team members what element of a project they will work on, then they don't become vested and usually don't perform as good of work. Also, the individual tasks were difficult to divide and then compile at the end. It was a pretty stressful yet stretching exercise. I will continue to ponder this situation for a long time and hope to master the art of team building and project management.
After all the presentations were given, we reviewed the learning experiences of the day and then were sent home a little earlier than scheduled.
Thursday - 21 August 2008
Even with a ton of things to write about I still struggle posting about them. Even when I blog I don't do the events and activities justice. I will do my best to reiterate what I did and learned on each of these days.
On Thursday, those who did not have company laptops received them at 8 AM. I was stoked to receive a brand new laptop with all the accessories. Several of the leaders snapped pictures as we ran through the door to find our set up machines. The leaders made it an exciting moment. I logged on and opened my email to find 80+ emails waiting for me to read. I spent a few minutes reading emails, accessing the company Intranet, and then meet up with the entire group in the larger room.
At 9:00 AM the group meet our QuickBooks Online (QBO) trainers who would be training us for the next two weeks about the product, how to use the product ourselves, and then how to help others use the product. QuickBooks Online for those who don't know is an online version of Intuits most successful small business accounting software. QBO is the online version that allows access only from the web and that is were the data is stored as well. This has many advantages to the customer because they can manage their accounting from any where, give access to others easier, and prevents customers from losing their data that might have been stored on one desktop computer when a hard drive fails or other computer failure happens (as they always do eventually).
Without any instruction on how to use QBO we were given tutorials that we individually followed to try and do what a normal business would do when first trying to establish their online QBO accounting. This was very difficult and sometimes painful. Although QuickBooks has done a great deal to simplify accounting software (converting single entry accounting into the more formal double entry accounting), its was a challenging activity. At the end of a pretty stressful day, we had a Hoe-Down BBQ with all the leaders and several of the previous years participants.
I don't have a picture of me at this event but the food was delicious BBQ ribs and fix'ns.
This is about 1/4th the people that were at the Hoe-down. Yehaaa!
Friday - 22 August 2008
We started the day with another fantastic leader presentation. Laura Fjelstul, the Supportability Management Leader explained SBD Customer Care (CP3). Having been at Intuit for 7 years, she said Intuit uses tons of acronyms. Some of them include (this is for my future reference):
O2C - Order to Cash
CP - Core Process
CP1 & CP3 - Product Development & Tech. support
CP2 - Marketing/Sales
HPO - High Performing Organization
GPTW - Great place to work
CTG - Consumer Tax Group (Turbo Tax)
XD - Experience Design
DACI - Driver, Approver, Contributor, Informed
IDEA - Identify, Design, Execute, Access
She gave some helpful advise:
Focus on teamwork, listening skills, and project management skills.
Immediately following the presentation we were split up in groups and given a Business Challenge (case study) to work on as teams. We were confronted with a business case where a decision needed to be made, supported, and defended upon our presentation to the rest of the groups at the end of the day. We were so busy with the activity that when lunch was delivered we picked it up and continued working through lunch. After 4+ hours we had completed the project but still wanted more time to polish. However, we presented our idea and learned a TON from this exercise. I learned the most about project management, leadership, clear communication, and having clear roles & responsibilities.
Being the perfectionist that I am, I struggled with the performance and quality of our groups output. We definitely didn't under perform but I believe we could have accomplished much more with the time given had we better organized our plan of attack and delegated better. I felt one of the difficult tasks was in finding a leader and assigning roles to people that didn't eagerly and proactively seek for things to do. I felt like I didn't want to take charge because the role was not mine to take and because others were equally capable and even desired to assume command. If a leader dictates to team members what element of a project they will work on, then they don't become vested and usually don't perform as good of work. Also, the individual tasks were difficult to divide and then compile at the end. It was a pretty stressful yet stretching exercise. I will continue to ponder this situation for a long time and hope to master the art of team building and project management.
After all the presentations were given, we reviewed the learning experiences of the day and then were sent home a little earlier than scheduled.
Monday, September 1, 2008
Guess what I learned...
I've always wondered how open source companies like Mozilla received compensation for their products and services. On TechCrunch, Jason Kincaid explained that Google pays Mozilla a ton of money (~$57M in 2006) each year to be the default search site in the Mozilla Firefox browser. This lucrative contract makes up over 85% of Mozilla's revenue each year. In addition, they have extended this contract through 2011. I found this short article very interesting and you can read more about it here.
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