And there is another perspective to this pattern, which makes it even worse. Not only don’t the developers know what the customers want. But the supporters don’t really know what the developers are developing. But the support is the first (and mostly the only) direct contact our customer has with our company. How can the supporters deliver an excellent customer service if they have no clue which features will be developed (and when), which ones are already in progress, which ones won’t be developed at all etc.?
I hope now it has become clear why I see supporters as the „shield and sword of the company“. But instead of respecting this and using this huge potential, very often organizations treat them as cheap resources. I suggest we start thinking about the role and the value of support and how we can use this potential to deliver better products/services to our customers.
Stay tuned: Tomorrow I will publish a second post on this topic with an example of how companies can do it differently.
-> Read the follow-up: Supporters to the teams!