The Customer Centric Transformation
Everything is connected. From what we think our job is, to how we measure it, how our technologies and data support us or our culture shapes us. Becoming customer centric means identifying the parts influencing our specific organization’s ability to focus on the customer and then set the strategy for the transformation ahead.
But what does Customer Centricity look like? What are the variables and where do we start?
This is one view / model / map of the elements of a customer centric organization. It might be different In your organization or the visualization might be more or less helpful. But this is one way to look at it.
The benefit of this map is that it’s clear that a transformation cannot happen in only one layer. It has to happen across all the layers to make sure that we are not “putting a Ferrari engine into and old Fiat only to see the rest of the car break down. In order to drive a Ferrari we need to make sure every part is a Ferrari.”
A transformation cannot happen in only one layer
And with the model its easier to make sure that efforts made in some parts are balanced or connected with other parts.
These are the different layers (ranging from less influential first to most influential last):
1. The experience & execution layer:
Companies offer at least three types of experiences: activation, response and service. I’ve consistently found an under-appreciation for the skills needed to understand the experience e.g. what are the strengths and weaknesses of the formats I can use in terms of how it can help me create the experience I need and have the desired influence.
Includes:
- Activation — Reaching out to activate people (e.g. a campaign).
- Response — When people come with a need (e.g. customer service center).
- Product or service — Offering the customer continuous service through a relationship (e.g. a product or app)
2. The data and technology layer:
Do we have the right technologies and platforms to enable the experiences and the outcomes we want? Do we have the right data to support our questions, decisions and measures?
Includes:
- Technology — The technologies and platforms we need to serve our customers and the business.
- Data — The data supporting better discussions, decisions and measurement with the customer at the center.
- Artificial Intelligence (AI) — How and where should our investments in AI support what value (efficiency / new value streams etc.) produced other places in the organization? How do we optimize for this?
3. The strategy layer:
Do we have the customer maturity and literacy to use them as productive resource setting our direction and purpose? Do we have the line-of-sight from customer to business value including the ability to measure outcomes?
Includes:
- Customer — The ability to understand the customer using them as a strategic resource.
- Customer-2-business — Creating the narrative and measurement for the line-of-sight between customer and the business.
4. The culture and leadership level:
Have we established a customer mindset and culture across the organization? Do we have the needed leadership governance and support in place and are our ways of working optimized enabling us to listen and respond to our customers.
Includes:
- Culture — How is work and mindset centered around the customer?
- Leadership — Governance, commitment and sponsorship of the customer approach.
- Ways-of-working — Working together in a way that supports the team’s ability to engage with, learn from and respond to the customer.
