We assist organizations in improving customer experience. Our approach involves modelling, measuring and re-designing the large streams of work that create value for customers. These value streams typically cross organizational boundaries. In order to assure the longevity of these improvements to customer experience we also assist our clients in assigning accountability for value stream performance.
Contrary to popular belief, the key to delivering superior customer experience is not found inside the customer service organization. Instead, when companies find ways for departments to collaborate in novel and exciting ways they will realize increases in customer loyalty and repeat business. This requires an understanding of the way work flows across departments to create value for customers – commonly known as cross-functional business processes – and begins with developing a customer journey map and modeling key processes such as order to delivery, inquiry to resolution and idea to commercialization in order to gain a shared understanding of these value creating work flows.
Next, it’s important to measure what matters to customers. This often begins with measuring the company’s performance at the so called critical “moments of truth,” and the key outputs of the customer touching value chains. By tracking performance metrics such as perfect order delivery (on-time, complete, error-free), perfect response to inquiries and complaints (first-time-right, complete, error-free), and variance to promise date for new product or service introduction, executives can ask thought-provoking questions that strike directly to how the company performs for customers and typically require cross-departmental collaboration. Prompt action is then needed to improve and/or redesign the flow of value creating work where performance is not up to expectations.
Model, measure, redesign. Those are just some of the key activities where we can assist.
However, long term success with customer experience management frequently requires a shift in culture. This shift of culture requires not only attention to customer focused metrics as outlined above , but also on establishing governance for customer value creation and aligned reward systems.
- Governance: Given the development of the right models and metrics, establishing a process based governance framework to emphasize customer value creation is necessary to embed a new way of “how we do things around here.”
- Reward Systems: This involves aligning reward and recognition systems to acknowledge the efforts of individuals and teams that enable performance for customers.