In this episode I talk to Daniel Murphy (no, not the alcohol bloke!), owner of the very successful and growing Movement Therapy group. In a strange twist, I used to manage music festivals, and Dan is definitely a connoisseur. We use music festivals as a case study in the different between "operational excellence" and creating customer magic. We walk through: Unnecessary organisational (and literal) "fences"The gap that can often exist between "well run", efficient, and "good" customer ...
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In this episode I talk to Daniel Murphy (no, not the alcohol bloke!), owner of the very successful and growing Movement Therapy group. In a strange twist, I used to manage music festivals, and Dan is definitely a connoisseur. We use music festivals as a case study in the different between "operational excellence" and creating customer magic. We walk through: Unnecessary organisational (and literal) "fences"The gap that can often exist between "well run", efficient, and "good" customer ...
3 lessons in moving from mechanistic to magic, with Dan Murphy
The Better Work Australia Podcast
49 minutes
2 years ago
3 lessons in moving from mechanistic to magic, with Dan Murphy
In this episode I talk to Daniel Murphy (no, not the alcohol bloke!), owner of the very successful and growing Movement Therapy group. In a strange twist, I used to manage music festivals, and Dan is definitely a connoisseur. We use music festivals as a case study in the different between "operational excellence" and creating customer magic. We walk through: Unnecessary organisational (and literal) "fences"The gap that can often exist between "well run", efficient, and "good" customer ...
The Better Work Australia Podcast
In this episode I talk to Daniel Murphy (no, not the alcohol bloke!), owner of the very successful and growing Movement Therapy group. In a strange twist, I used to manage music festivals, and Dan is definitely a connoisseur. We use music festivals as a case study in the different between "operational excellence" and creating customer magic. We walk through: Unnecessary organisational (and literal) "fences"The gap that can often exist between "well run", efficient, and "good" customer ...
