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Take a closer look at what's on our mind

How did your Easter measure up?

Posted by Emily Mason on April 23, 2014

It was a typical English Easter weekend, typically changeable weather and children typically bored at the end of two weeks school holiday. So, what to do? Well, we were running out of ideas, which might explain how we ended up in a long line of equally dispirited families, waiting to pay for things we did not really want at the local garden centre. I know, I know, but we were desperate people!

I was trying to ignore the gently increasing hubbub around me, from children who wanted to be anywhere else but here, my thoughts turned to the owners of the business. “They must be laughing all the way to the bank” I mused, looking around at the queues of people. Not a very original thought, but it was the end of a four day weekend and my mind was definitely in neutral. But, were they?

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Automation = Transformation, the next drive for field service?

Posted by Dave Webb on April 16, 2014

In our continuing quest to discover and deliver Peak Performance, and to turn it into ‘business as usual’, we have been exploring a three step journey:

1) Mobilise core processes to connect the office with the mobile workers more effectively;

2) Implement a performance management framework and toolset that uses the data flowing through the processes to guide decisions on improvements;

3) Centralise and automate repetitive tasks and release capacity for higher-value tasks.

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Thinking outside of the (cardboard) box

Posted by Emily Mason on April 11, 2014

Cognito customer trials service of the future

A recent news article by Retail Times revealed that Cognito customer CitySprint is to pilot a two hour ‘store to door’ delivery service. The trial is the first of its kind in the UK and highlights the importance of instantaneous access to data in today’s convenience culture.

Users of the new service will choose a 2 hour time slot for delivery of their shopping and then be able to track progress in real-time. A similar service is already in operation in the US, with Amazon customers being able to order a product in the morning and have it in their hands that afternoon.

It just goes to show that traditional ways of thinking are no longer adequate to match rising expectations. In order to meet these increasing demands, more convenience and greater flexibility must be offered to the customer.

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Sustainable Peak Performance Step 2 – Performance Management

Posted by Dave Webb on April 1, 2014

In the first post of this series on sustainable peak performance, we introduced the topic and defined how this subject relates to field and mobile service. Then, we covered the first of three steps on the road to achieving your best possible performance, and doing so consistently over time:

1) Mobilise core processes to connect the office with the mobile workers more effectively

2) Implement a performance management framework and toolset that uses the data flowing through the processes to guide decisions on improvements

3) Centralise and automate repetitive tasks and release capacity for higher-value tasks

This time, we are going to look at the performance management step. Understanding and measuring the performance of a mobile workforce is complex and demanding, as explored in this recent article by Turq, our blog editor. We are often asked why this is the second step and not the first. Surely, the argument runs, you need to put performance management in place before you rollout a mobile application.

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Straining to see through the fog, I mist the target!

Posted by Emily Mason on March 25, 2014

Much has been written about the significance of rewarding staff for their efforts at work but it’s easy to get lost in a fog of numbers and competing theories! Google are celebrated as a world leader in this area, but a company of any size can replicate that success through a rewards system relevant to the size and nature of its own business.

People who feel appreciated are more confident about themselves and their ability to contribute. When you give people positive, specific and realistic feedback about their potential, their efforts and their accomplishments, their self-esteem goes up; making them potentially your best employees.

The first step to improving engagement is your desire to create that dedicated and focused workforce…and to reap the rewards for you, your company and your customers.

But how can you accurately recognise who to reward and avoid it being perceived as a popularity contest, or a rite of passage where everybody eventually gets a turn?

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