Virginie Glaenzer moderates a panel on building customer trust by shifting from knowing to learning organizations. Domino's Pizza exemplifies the learning model, where leaders ask questions, admit uncertainty, and seek help. This opportunity-focused approach replaces fear-based narratives and builds deeper brand trust.
What do you think? What should leaders and organizations do to create a trusting relationship with their customers today in today's environment? And that is an open question to anyone who wants to jump in.
I'll just quickly chime in and say I think the learning organization versus the knowing organization is much more trustworthy. So you gave the Domino's Pizza story, and, you know, this is a learning organization. I look at a learner and I think, I can trust you. I look at a knower and I wonder, what are you after?
Yeah, I would build on that. I mean, one way we have of representing the big shift is the move from a scalable efficiency institutional model to a scalable learning institutional model, where the institutions that are going to thrive in the future are those that learn faster. Everyone learning faster together, and that's not just within the company, but it's with the stakeholders and the community and everybody learning faster. And that's a fundamentally different model. But in that context, I would say the mark of a strong leader in a scalable learning model, institutional model, is the leader who has the most powerful questions and who will ask for help in finding the answers, say they don't know. But it's a really important question. If we could figure this out, we could accomplish amazing things. And it starts to shift also the focus and ties back to fear. But I think we tend to, in this world of mounting pressure, we tend to focus on increasing threat. You know, we're under pressure, we're going to lose our jobs, we're going to lose our community, whatever, versus opportunity. And these questions around opportunities, you know, if we could figure this out, we could accomplish things that were unimaginable in the past. But I need help. And to Dan's point, it builds that culture and orientation towards learning versus we know it all, we have all the answers.
