Improving customer loyalty, service quality, and employee engagement by aligning organizations with customer purpose.
Customer-Driven Operational Excellence
Problems We Solve
Products and Services Customers Can't Live Without
Does your organization simply provide what it is supposed to or does it actively seek and deliver to customer purpose? Understanding customers better than they understand themselves is not only possible, it's what they desire.
Vocations - Not Just Jobs
We all desire to make a meaningful impact on other people's lives. Fulfilling customer purpose is the sunlight that lets employee engagement grow. Too many jobs are designed in ways that block staff from serving or even seeing customer needs.
Premium Value at Lower Costs
No executive would choose to see their offerings become commodities if they could avoid it. Unfortunately that's exactly what happens when organizations don't continuously improve and innovate to customer purpose. Additionally, by knowing exactly what to do for customers, organizations can stop doing what the customer doesn't care about.
Knowing your customers' purpose better than the customers themselves doesn't take innate superhuman ability. All of us has the apparatus--eyes, ears, & brains--but we've been trained to observe, listen, and think about customers in the wrong way. We need to practice new methods & tools that allow us to develop a new mindset.
Phase 1: Understand Customer Purpose
Understand who your customers are. Activities in this phase involve creating User Profiles and Empathy Maps.
Phase 2: See Your Organization with a New Perspective
See what your organization looks like from the customer perspective. What are all the interaction touch points? What type of interactions are taking place at each? Activities in this phase include Customer Journey Maps, Process Maps, and Demand Analysis.
Phase 3: Build Operations that Support the Customer
Design processes & interactions that better react & respond to customer needs. Often times the metrics an organization uses to measure departments & individuals are not conducive to service the customer.
More Than Ever Before, Human Capital is the Product
The makeup of American industry is distinctly different than it was 25 years ago. In 1987, the manufacturing industry was the largest employer and 67% of the workforce was satisfied with their work. Today, the distribution of jobs has spread into healthcare, business services, and hospitality and only 47% of workers are satisfied. This shift from tangible outputs to intangible services has made it harder for people to see the lasting impact of their work. At a time when more of our workers are the product themselves, the perception of white collar work has grown to be vacuous and alienating. This pattern creates incalculable misery and repels bright minds from doing potentially important work. It does not and should not have to be this way. The answer is introducing the customer back into each and every task of the organization and giving all people responsibility to think how to do it better. By simply designing the organization in this way it provides meaning and creates engagement. It doesn't require heroic management—just a method paired with empathy.