The most effective method to successfully deliver services to customers has become a characterizing challenge for organizations today.
There are various reasons behind this. One is on the grounds that clients do not simply expect for something else, the actual assumptions additionally change rapidly, radically shifting benefits. The other is that executives face an undeniably complex landscape of technologies, strategies, and both regulatory and compliance pressures to guarantee that new processes are standardized and traceable.
Companies know where they want to go. They need to be more agile, quicker to respond, and more viable. They need to deliver great customer experiences, take advantage of new technologies to reduce expenses, improve quality and transparency, and build value.
The issue is that while most organizations are trying to improve, the outcomes tend to fall short: one-off initiatives in separate units that do not have a big enterprise-wide impact; adoption of the improvement strategy of the day, which constantly yields disappointing outcomes; and programs that give temporary gains but are not sustainable.
We have discovered that for organizations to build value and provide compelling customer experiences at lower cost, they need to focus to a next-generation operating model. This operating model is another method of running the organization that consolidates digital technologies and operations capabilities in an integrated, well sequenced approach to accomplish step-change improvements in revenue, customer experience, and cost.
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A basic method to visualize this operating model is to consider it having two sections, each requiring organizations to adopt significant changes in the manner they work:
The initial segment includes a shift from running uncoordinated efforts within siloes to dispatching an integrated operational-improvement program around customer journeys (the set of interactions a customer has with an organization when purchasing or receiving services) just as the internal journeys (end-to-end processes inside the organization). One example of internal-process journeys ventures includes Order-to-Cash or Record-to-Report.
The second part is a shift from utilizing individual technologies, operations capabilities, and approaches in a piecemeal way inside siloes to applying them to journeys in blend and in the right sequences to achieve compound impact.
When companies rethink their customer experience, digitization allows them to work backward from what customers would like to see instead of getting bogged down in incremental improvements. This approach encourages greater ambition, not shaving 20 percent off the time it takes to open an account, say, but slashing it by 80 percent or more.
Eliminating problems or saving customers—and the business—time and effort is only the beginning, though. Much more value can be created when we understand what else we can do to satisfy an unmet need or spark delight. To do that requires working much more closely and directly with customers: observing them during interactions, asking how they are feeling, and mapping their emotional state at every touchpoint in the journey.
Etter + Ramli Business Process Improvement and Performance Excellence
Etter + Ramli can provide assistance to companies looking to achieve significant business results through process improvement techniques.
Some of the methods we employ include:
We will work with you to train your personnel, and analyze your organization to provide not only an assessment of your organization, but also a roadmap for organizational improvement across all major areas, based on the gap analysis findings. Whether for your own internal use, or in preparation for a local, state, or national submission, we will provide you with straightforward and actionable feedback.