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


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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’ –

Republished with author's permission from original post.

Doug Leather
Doug is a leading expert in Customer Management working globally with large blue-chip organisations. He is best described as a Customer Management Evangelist/Activist as a result of his broad multi-industry and multi-country insights into customer management capability understanding, best practice application, customer experience, business models and business performance improvement. He is a Wharton Business School Alumnus.


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