Successful transformation doesn’t come from an atomized, siloed approach. One-off initiatives in separate business units don’t have the capacity to create enterprise wide impact. Rather than working in silos, consider working in cross-functional teams on processes that cut across the internal organization as a whole. McKinsey recommends setting up processes based upon the customer journey, as that is a natural example of an organizing principle that requires multi-disciplinary teams. In the above use case, results were made possible through the collaboration of a diverse group of individuals who were assigned to processes designed to deliver customer satisfaction. If re-organization is an impossible prospect, consider empowering the workforce with the necessary tools, skills and incentives to facilitate cross-organization collaboration.
Recommendation #2: Establish organization-wide performance management from the customer perspective
To really excel at customer experience management, there needs to be a shift in focus from purely operational KPI’s to a focus on continuous improvement of customer processes and interactions. However, it is not enough to simply align external (customer-facing) and internal (operational) performance metrics; it is also critical to communicate that information broadly with the organization and to monitor and measure performance in real time. Ensuring that customer-facing groups have access to the same information and messaging plus the means to coordinate efforts across the organization equals a satisfied customer. Digital platforms like Mavim offer organizations (and by extension - every individual within the organization) the opportunity and to become truly customer-centric by creating a new level of insight and visibility into customer behavior as it relates to internal operations.
Recommendation #3: Analyze data holistically and in context
Most organizations are proficient at collecting data and know a lot about their customers’ behavior as a result. However, many of those same organizations fail to realize that analytics has limited power unless woven into the fabric of business processes and the greater operational context. Without this, the root-causes underlying trends are difficult to discover and the patterns that are discovered focus only upon a small part of the value chain. Analyzing data in context helps answer questions like “Why did out sales plummet last month” as opposed to just “What were our sales figures last month?” Identifying potential causality is key to empowering effective decision making.
Recommendation #4: Create one single source of truth
Platform technology is necessary in order to support sustainable transformation and to assist with change management at scale. Customer centricity requires the amalgamation of customer touchpoints in one database; without that knowledge, it is nearly impossible for an end-user to understand the customer’s previously expressed preferences and usage, which results in suboptimal cross-sell/up-sell opportunities. A lack of a single source of truth hinders the ability to analyze and further leverage the data collected. Additionally, platform technology like Mavim helps the workforce understand where to find the information they need and the metrics they are being measured upon, which has proven extremely effective in bringing about the desired behavioral changes.