Customer-Centric Transformation: What Good Looks Like – Data Management – Part 4 of 14


Designing and executing a customer-centric business model requires end to end organisational alignment. Customer-centric capability development cannot take place in isolation to the rest of the business. The customer-centric journey requires a clear quantified understanding of current organisational capability across all 14 capability areas of the SCHEMA® Customer Management framework in the centre of the REAP Customer-Centric Blueprint below. As important as an understanding of current customer management capability is, so too is an understanding of the capability to which the organisation aspires.

Each week I’ll address another single capability area, sharing with you the Transformation Intent to which your organisation should commit to, as well as ‘What Good Looks Like’ for those organisations that have achieved a fairly high level of maturity in the respective capability area.

The REAP Customer-Centric Organisation Blueprint®

 

 REAP CCOB for Blog

 

 

 

 

 

 

 

 

 

 

 

This week we are dealing with Data Management which is one of the four Foundational capability areas represented. The Foundations layer includes the fundamental building blocks that support or limit your transformation ability. These capability areas require broad-based input and alignment, without which the operationalization of a customer-centric business model is almost impossible.

Transformation Intent – Data Management

“Customer-centricity requires that you provide your customer with a consistent and integrated experience. Without the right, quality customer data that is consolidated across multiple sources into a single view, this is not possible. In order to transform your customer data management and deliver the business case for it, you need to measure, manage and report on your customer data as a vital and valuable organisational asset, while holding the protection of the trust placed in you as sacred.”

What Good Looks Like – Data Management

  • The collection and quality management of customer information is driven by a documented strategy that recognises the financial and strategic value of customer information as well as its tactical value.
  • Structured and unstructured data that can be ‘owned’ by the organisation is built in a co-ordinated way from clearly understood internal and external sources.
  • Customer Information quality is managed / reported against clear definitions and its continual improvement is supported by systems, realistic budgets and informed staff who understand the importance of doing so.
  • The changing nature of data being generated in non-owned locations (Cloud data) is kept under active review and opportunities to use or even acquire it are investigated and implemented where appropriate.
  • Privacy and appropriate usage of customer data is as focused on delivering against customer requirements as it is on meeting regulatory conditions and is kept under constant review with the emergence of new media.

For more insight into customer-centric business model innovation as well as more insight into this particular area of the REAP Customer-Centric Blueprint, please see my book “The Customer-Centric Blueprint’ – http://amzn.to/ZILg4y

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The Government of the Future – What good looks like


It’s hard not to be impressed by the incredible development that has taken place in Dubai. Much of this is driven by a different way of thinking and acting.

I was particularly impressed by the definition of what the government of the future will look like in the book titled “Flashes of Thought” by Sheikh Mohammed bin Rashid Al Maktoum.

  • The government of the future is open for service 24/7, all year round. The private sector remains open for business so why not the public sector? We want our government to be just like an airline – available around the clock.
  • The government of the future competes with and surpasses the private sector in service quality. We want our government to welcome customers more professionally than hotels; we want our government to manage processes better than banks.
  • The government of the future is connected. Citizens should be able to complete any government transaction at any government service centre. Integrated service centres will spare citizens long trips from one entity to another.
  • The government of the future is available everywhere. We want to shift government services onto smartphones so that customers can file and follow up on transactions using mobile devices, at their convenience.
  • The government of the future is innovative and constantly able to generate ideas. In 2012 the UAE government was able to generate over 20000 fresh ideas to simplify and improve its services. Our goal is to create an environment that encourages people to generate innovative ideas, implement them and constantly measure their effectiveness. Innovation is the capital of the future.
  • The government of the future is a smart government with integrated and efficient technical systems. A smart government is so much faster in completing various kinds of transactions.

Imagine! A customer/citizen centric government to rival the best private sector enterprises. Now that’s talking.

Customer-Centric Transformation: What Good Looks Like – Technology & Systems – Part 3 of 14


Designing and executing a customer-centric business model requires end to end organisational alignment. Customer-centric capability development cannot take place in isolation to the rest of the business. The customer-centric journey requires a clear quantified understanding of current organisational capability across all 14 capability areas of the SCHEMA® Customer Management framework in the centre of the REAP Customer-Centric Blueprint below. As important as an understanding of current customer management capability is, so too is an understanding of the capability to which the organisation aspires.

Each week I’ll address another single capability area, sharing with you the Transformation Intent to which your organisation should commit to, as well as ‘What Good Looks Like’ for those organisations that have achieved a fairly high level of maturity in the respective capability area.

The REAP Customer-Centric Organisation Blueprint®

REAP CCOB for Blog

This week we are dealing with Technology & Systems which is one of the four Foundational capability areas represented. The Foundations layer includes the fundamental building blocks that support or limit your transformation ability. These capability areas require broad-based input and alignment, without which the operationalization of a customer-centric business model is almost impossible.

Transformation Intent – Technology & Systems

“While customer-impacting technology is a powerful tool to engage your customers in their experience and to efficiently manage their data, its role is to enable the activation and delivery of your customer strategy and not to drive the design and implementation of your business. Transform instead your use of technology and systems so that they support you to innovate the customer experience, take advantage of latest trends and develop both a single and an in-depth view of your customer.”

What Good Looks Like – Technology & Systems

  • The development of customer-impacting technology is driven by a specific strategy and has a widely understood architecture that supports major customer trends such as the move towards self-service.
  • Systems that are accessible to customers / prospects are monitored and managed with a clear customer experience focus and are evolving in a way that delivers against the principles of Web 2.0.
  • Systems used at all customer interfaces provide broad Customer Management functionality accessing a common view of each customer and can be upgraded / changed fast enough to support the Customer Management Strategy.
  • The organisation’s customer analysis capability covers all customers at a behavioural and attitudinal level with sufficient history, accessibility and integration to support analysts and operational system users.

For more insight into customer-centric business model innovation as well as more insight into this particular area of the REAP Customer-Centric Blueprint, please see my book “The Customer-Centric Blueprint’ – http://amzn.to/ZILg4y

Customer-Centric Transformation: What Good Looks Like – People & Culture_Part 2 of 14


Designing and executing a customer-centric business model requires end to end organisational alignment. Customer-centric capability development cannot take place in isolation to the rest of the business. The customer-centric journey requires a clear quantified understanding of current organisational capability across all 14 capability areas of the SCHEMA® Customer Management framework in the centre of the REAP Customer-Centric Blueprint below. As important as an understanding of current customer management capability is, so too is an understanding of the capability to which the organisation aspires.

Each week I’ll address another single capability area, sharing with you the Transformation Intent to which your organisation should commit to, as well as ‘What Good Looks Like’ for those organisations that have achieved a fairly high level of maturity in the respective capability area.

The REAP Customer-Centric Organisation Blueprint®

REAP CCOB for Blog

This week we are dealing with People & Culture which is one of the four Foundational capability areas represented. The Foundations layer includes the fundamental building blocks that support or limit your transformation ability. These capability areas require broad-based input and alignment, without which the operationalization of a customer-centric business model is almost impossible.

Transformation Intent – People & Culture

“While conventional wisdom dictates that customer-centricity means customers should always be put first, in reality, it requires that employees are first and foremost given what they need so that they can deliver sustainable and superior customer experiences. To do that you need to transform your organisation’s culture into one of customer-centricity, and then empower your team to deliver excellence in alignment with that culture. Customer-centricity also requires that you engage with your suppliers and channel partners as if they were part of your core team.”

What Good Looks Like – People & Culture

  • The organisations desired ‘Customer Culture’ is realistically achievable and clearly described / illustrated to staff so they know what is expected of them even before they are appointed. Employee engagement is planned into all Customer Management activity/ change and is achieved using the formal channels to employees effectively and by using informal channels in support.
  • The requirements of the Customer Management function and the impact of changes on Customers are fully considered in making organisational changes and any barriers are being dealt with.
  • The customer-impacting competences required and those that are actually available are understood and mechanisms in place to close the gap.
  • External suppliers are used where it is strategically sensible to do so and selected / monitored against the quality of customer experience they will deliver as well as internal / cost considerations. The term ‘Partner’ is used where there is a real level of partnership and describes third-parties that are a close match to the organisation and integrated so that the partner’s staff feels part of a partnership.

For more insight into customer-centric business model innovation as well as more insight into this particular area of the REAP Customer-Centric Blueprint, please see my book “The Customer-Centric Blueprint’ – http://amzn.to/ZILg4y

Customer-Centric Transformation: What good looks like – Direction & Leadership – Part 1 of 14


Designing and executing a customer-centric business model requires end to end organisational alignment. Customer-centric capability development cannot take place in isolation to the rest of the business. The customer-centric journey requires a clear quantified understanding of current organisational capability across all 14 capability areas of the SCHEMA Customer Management framework in the centre of the REAP Customer-Centric Blueprint below. As important as an understanding of current customer management capability is, so to is an understanding of the capability to which the organisation aspires.

Over the next 14 weeks I will address each capability area (1 per week), sharing with you the Transformation Intent to which your organisation should commit, as well as ‘What Good Looks Like’ for those organisations that have achieved a level of maturity in the respective capability area.

CCOB diagram_FINAL_20130129

5071-REAP-Circle.ai

This week we are dealing with Direction & Leadership which is one of the four Foundational capability areas represented. The Foundations layer includes the fundamental building blocks that support or limit your transformation ability. These capability areas require broad-based input and alignment, without which the operationalization of a customer-centric business model is almost impossible.

Transformation Intent – Direction and Leadership

“The keystone of an effective customer-centric foundation is an innovative, integrated, customer-centric strategy that is driven by leaders passionate about, and committed to, transforming the organisation, while delivering sustainable and superior business performance. This focused direction will enable you to demonstrate the compelling business case for customer-centricity through meaningful customer value metrics and realistic customer planning. Change management, in turn, supports you to develop an intrinsic customer-centric culture that activates the transformation required.”

What Good Looks Like – Direction and Leadership

•The organisation’s Corporate Strategy provides explicit content that informs and directs Customer (Management) Strategy as well as setting the context for treating it as a Business ‘System’ that needs managing.
•There is alignment on the required future state of Customer Management, what external factors will impact it and the key strategies that will be deployed to deliver it.
•A high level business case has been developed to justify the Customer (Management) Strategy and explain the value of investing and reporting the ‘Customer Financial Performance’ of the organisation.
•The organisation’s historical ability to deliver, and current readiness for, change has been realistically assessed.  Drivers and barriers have been identified and planning of improvement activity takes this fully into account.
•Customer Management is clearly and formally owned by a skilled and enthusiastic leader who is supported by the commitment of the executive team to the organisation’s focus on customers.

See my book “The Customer-Centric Blueprint’ – http://amzn.to/ZILg4y