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®
This week we are dealing with Agility & Workflow which is one of the six Enabling capability areas represented. The Enablers explore the components needed to energise your transformation and will invariably involve changes that can be planned for within the current business cycle, for implementation in the next budgetary or operating period. These components support your capability to implement your chosen customer strategies and rely on the fundamental building blocks (Foundations) already discussed in Part 1 to 4 of this series of blog posts.
Transformation Intent – Agility and Workflow
“The ability to deliver a customer-centric experience is dependent on the speed at which your organisation can mobilise itself so that you can meet the changing needs of your customers and act on new opportunities as soon as they arise. In order to do this you need an agile decision-making infrastructure that is supported by efficient and technology-enabled processes that integrate teams and deliver on the opportunities for real-time responses.”
What Good Looks Like – Agility and Workflow
• The organisation is set up to take customer insight and feedback through to new or amended processes / propositions quickly and is checking that customers perceive this agility.
• Processes are actively managed to ensure the right people receive the right prompts and information at the right time and are able to action it within defined timelines.
• The opportunities and customer need for real-time working are understood and the relevant data is available to enable clear movement towards this in the most important areas.
• Collaboration between customer-impacting colleagues is encouraged and enabled by relevant technology on an overall basis as well as being targeted at specific areas of need.
• Centres of Excellence are used to formerly incubate and develop good practices in one part of the organisation in a way that is specifically designed to support ‘packaged’ transfer of learning across the enterprise.
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
