Once an organisation has mapped its customer journey(s) and identified problem areas, it’s tempting for executives to swoop in and start fixing things through existing strategies and age-old processes. For lots of reasons, there might be a better way.
The reason change is paramount is because of poor customer experience. This situation is almost always a result of different groups within an organisation looking at a problem from different angles.
So, what to do?
How about getting cross-functional teams together to identify problems for themselves and design solutions that work for them as a team? Then, what about building on this progress by asking customers to validate the solutions they produce?
Solutions will vary from business to business. The principle of delivering at scale on customer journeys is a consistent requirement for all organisations. For this to happen, two key changes will be necessary:
- Changing the organisation and its processes to deliver excellent journeys
- Adjusting metrics and incentives to support the journey, not just touch points
Designing a new way of working can only get an organisation so far. The biggest headaches tend to come during implementation. So, what about changing this too?
If an organisation has already taken the philosophical leap that allows it to take a different approach to its customer relationships, then changing the way in which it introduces these new ways of working shouldn’t be a huge problem.
To make this happen, organisations can establish a new central change leadership function, with an executive level head to steer the design and implementation. This is to ensure that the organisation can break away from functional biases, which have historically blocked progress, and embed new ways of working.
These roles tend not to be permanent. Success ultimately involves changing the organisation’s culture so much that the roles are no longer needed, but they are critical in the early years of change. These roles will be transformational in shaping a business strategy amidst change, but will create a foundation that becomes the norm. Their core objective is to fix a problem.
It will require a certain skill to lead this and it isn’t a single role. It is an entire team. Co-creation may also be rewarding as customers influence strategy design. Again, this requires a new and developing workforce to take this mind-set forward.
This doesn’t mean everyone has to be external to the company, but it does mean there is a gap, and businesses have a chance to fill it. Businesses should also consider what type of individuals they need, and why.
It’s not uncommon working together. From the Millennial to the ‘ageing population’, each carry different traits and different skills. This diversity could be an advantage.
Each generation has unique attributes. These differences, in turn, can help businesses lead. While we have explored the need for teams to interweave and connect, multi-generational collaboration could be as transforming – and interesting.
Business transformation is not easy and may take years to perfect. Time is critical however and businesses need to start making some headway fast in order to meet the current demands of the consumer. Short, and long term plans are important and the rewards of change will be evident in both the short and long term too; higher customer and staff satisfaction, increased revenue and lower costs.
That looks like the perfect collaborative mix to me.
Experian’s Customer Digital Onboarding white paper