During the cessation of the large Chile’s energy, almost all houses and businesses were darkened.
At the beginning of this week, I found myself with a place of the front row in a sudden natural experiment in the continuity of business. As I looked out of my Santiago Hotel window, I saw a whole city darkening while the hotel where I was staying as if nothing unusual happened.
The worst power outage in more than ten years had involved Chile, affecting millions of people and businesses. From my favorable point, the city landscape was mostly black – buildings scattered only with spare generators remained illuminated in the dark.
However, within the Oriental Santiago Mandarin, it was a different story:
- Power was reset within a minute
- The planned events continued without interruption
- Restaurants were filled (as external places were closed) but operated smoothly
- Staff maintained their usual excellent service levels
- Internet remained functional while most of the country was out of line
This was not luck. It was preparation for a predictable interruption.
Business continuity and unpredictable predictable
While telling companies on how to reduce friction in their customer experience, I often encounter an interesting paradox: organizations invest mainly in optimizing normal conditions, but often neglecting preparation for inevitable interruptions. Being ready for the latter reveals the true force of their client’s engagement.
These events are not true “black swans” that no one can predict. On the contrary, they are what I and others call “unpredictable predictable” – patience that will certainly happen, though their time remains unsafe:
- Prolonged power outages
- Internet service failures
- Loss of staff
- Supply chain interruptions
- Weather events
- System breaks
When these breaks occur, they create a unique moment of truth in the client’s experience – one that can cement or cement or send customers fleeing to competitors.
The hidden roi of the catastrophe’s readiness
A common opposition to strong planning of continuity is the cost. Reserve generators, excessive systems and inclusive training require significant investment without the guaranteed return. However, this view lacks the considerable hidden preparation.
Consider the position of the Oriental Mandarin during the interruption of Chile. While other hotels were removing guests or providing minimal services, they:
Instant income: They lost no booking and probably won some of the hotels that came in the dark. Their restaurants were filled – their guests had no place to go, and no doubt attracted extra guests from the outside.
Demonstrated Value: The pricing point of the premium was suddenly justified by superior preparation.
Brand lawyers created: Visitors like me are now sharing their story with thousands of potential clients. The stories of the big Chile interruption will be told about the years to come.
Competitive Differentiation Set: When I return to Santiago, my choice of accommodation is already made.
The ROI photo varies dramatically when you prove the value of the life of clients acquired during interruptions and damage to the avoiding reputation while maintaining the level of service.
Continuity of business and customer experience resistant to disruption
How can your organization be prepared for unpredictable predictable? Consider these strategies:
1. Design your weaknesses
Identify your critical service ingredients and possible failing points. Which systems, if interrupted, would prevent you from serving customers effectively? For each weakness, develop a mitigation strategy in proportion to its likelihood and impact.
2. Design for degraded conditions
The perfect continuity is rarely accessible, but the pleasant degradation is. When the Southwest Airlines faced an interruption of systems in December 2022, they blocked millions of passengers partially because their IT systems were not designed to be elegantly recovered by failure. Design processes that can operate with reduced capacity rather than fail completely.
3 train for interruption response
The hotel staff in Santiago did not appear stressed or confused during the interruption because they had clearly trained such scenarios. When we left an elevator just as Power failed, a hotel employee did not only show us on the stairs. On the contrary, she said, “I will come with you,” and walks on the first floor.
Regular simulations and role playing exercises help teams develop the memory of the muscles needed to maintain the composition during current outages.
4. Communicate transparently
When interruptions occur, clear communication becomes as important as the answer itself. Customers realize that problems happen, but they expect to be informed. Develop models and protocols for communication in crisis in advance, focusing on clarity and honesty.
Immediately after the interruption began, the guests received a notice in their room explaining what was happening. He explained that air conditioning systems may not function with full capacity and assured guests that the hotel would do everything it could to maintain comfort levels. Not only did it keep guests informed, it is likely to prevent a flood of calls from guests who thought their air was broken.
5. Create surplus in critical systems
Identify your “non -negotiable” service elements and build surplus around them. For my hotel, these included energy, water, internet connections and security systems. Non -critical systems, like a massive pool waterfall, were closed. Your critical elements may be different, but the principle remains: What can you not work for? Seed can you sacrifice if necessary?
6. Look beyond your customers
Not every business has the opportunity to do so, but preparation for disaster can include the help of others in the community. I have described how the great supermarket chain in Texas, Heb, has relief trucks ready to go when there is potential for a disaster. They often reach a site hit by a storm in front of the Red Cross or FEMA. They don’t care if you are a client or not – Heb is there to help. People remember this.
Business Continuity – Competitive Ultimate Advantage
In an era where client experience has become a primary battlefield for business, preparation for demolition offers a competitive advantage bypass. When your competitors are apologizing for service failures, you are building loyalty by giving when it matters more. You are helping your customers when they are experiencing maximum stress.
As businesses face increasing instability – from climate events to supply chain breaks to technological failures – the ability to maintain the continuity of service will increasingly separate market leaders from the rest.
The next time you appreciate the initiatives of your client experience, ask yourself, “How would we perform if our primary systems would fail tomorrow?” The answer can reveal more about your customer commitment than the results from your latest satisfaction survey.
Customers remember how well you have done in difficult circumstances. Undoubtedly many hotels kept the lights during the interruption of Chile, but was their experience invited as quiet? I’m sure some guests at my hotel were not fully aware of any problems outside.
Where do you think I (and other guests who shared my experience) stay on my other journey to Santiago?
