In the age of the customer, businesses are increasingly driving up their expectations for compelling customer experiences. They are increasingly making key decisions based on this factor, because it’s become clearer that if companies want to drive customer advocacy, win new customers, deliver with agility and intelligence - then compelling experiences should be a priority.
So, what does this all mean? How can we make this happen, especially in the throes of a global pandemic and other related major crises?
Many companies are undergoing digital transformation challenges - they understand the potential outcome it can bring across their ecosystem. In 2019, McKinsey reported that up to 70% of Change programs failed to achieve their goals due to lack of executive sponsorship and change resistance. It has left companies with large costs due to failed IT programs and business spend.
McKinsey also reported that companies saw a 30% increase in change stickiness when people are invested. What are those companies doing differently?
If we use a tree analogy, most people would see and only draw the top half of a tree - this is the area that stakeholders and executive leaders tend to focus their efforts.
However, rooted deep ‘below ground’ are the underlying intangible factors (e.g. behaviours, mindsets, emotions, assumptions, values and culture) that affect how we adapt to change and embrace new ways of working to achieve success. Clearly, we must consider both tangible and intangible factors in any transformation.
In order to stay relevant, technology alone would only solve for SOME aspects of your challenges but not all. To accomplish digital outcomes, it requires a different approach, and mindset change to shift behaviours.
Having worked with various customers over the past 60+ years combined, it is always fascinating to observe this fundamental differentiator - those with a legacy mindset versus those with a growth mindset. The latter tend to build customer-centric ecosystems where executives are just as invested as individual contributors to differentiate. Obviously, mindset is key, and it’s the heart of our first top Trailblazer secret.
Valuable outcomes are best achieved when we can align from 3 perspectives:
The surrounding external social economic factors also prompt the question “Do understand the holistic view of both internal and external impact?“ This is critical to drive value and guide the right outcomes.
Recalling Steve Jobs famous quote: “You’ve got to start with the customer experience and work back towards the technology - not the other way around.”
Human-Centred Design methodology along with Design Thinking framework allows our customer to explore the problem space. It helps organisations connect better at all levels, transform data and insights into actions, remove biases/assumptions and help everyone see new opportunities.
The power to defining valuable outcome is in 5 key areas:
Connecting front, mid and back office with your customer and partners requires 3 core disciplines to jump start your journey. These are:
Use the following 4 C’s in maximising the value of Salesforce to achieve your transformation objectives.
In summary, we discussed how compelling customer experiences should be a priority for companies that want to drive business efficiency, effectiveness and people satisfaction with platform enablers. We also touched on the root causes of why transformations fail, and revealed our top 5 secret sauce to building a connected customer-centric ecosystem.
In conclusion, there is no better time to double down on new or existing transformation initiatives. The connected customer-centric ecosystem ticks all the boxes needed to assure survival and success in a world with global scale imperative for change.
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