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

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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