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If Jimi Hendrix visited the RMV...part 3

by Mark Withington, on Mar 13, 2018 5:11:53 PM

Unpacking Customer Satisfactions (CSat)

In our last blog installment, “If Jimi Hendrix Visited the RMV…part 2", we defined customer satisfaction as the sum of two types of metrics:

 CSat = Quantitative Metrics + Qualitative Metrics

In this installment we will explore the process by which we define, analyze and ultimately design for the positive qualitative aspect of customer satisfaction.  We will use fairly standard service design techniques such as Customer Journeys, Personas, and Moment of Truth to provide the construct of analysis, but will dive deeper to explore the actual implementation of those tools within the RMV.  To do so, we will discuss Accelare's Strategy to Execution (S2E) methodology used within the context of a seven step Customer Experience (Cx) framework that we used to transform the RMV:

  1. Create a ‘customer focused’ conceptual model of the organization.
  2. Catalog the services the RMV offers to its customers, and the associated taxonomy that makes up the offering
  3. Identify the RMV channels in which it delivers these services.
  4. Document the standard Customer Journey’s through those channels.
  5. Identify the interaction points, or Moments of Truth (MoT) with the customer within those Customer Journeys and assign MoT owners
  6. Create a governance structure (Service Owners, Channel Owners) to ensure consistent development and delivery of the services
  7. And finally, create a forum in which the full end-to-end Customer Journey can be vetted, designed, and stressed to provide an engineered, consistent and hopefully positive Customer Experience.

The Customer Focused conceptual model

The idea of conceptual models within organizations is not new.  Probably the most familiar, and recognizable conceptual model in use today is the organizational chart (org-chart), which was developed during the Industrial Revolution when individual artisans and monolithic production gave way to the division of labor, comparative advantage and highest/best use of resources. 

Org-charts map employees to functions, and functions to managerial hierarchy.   They describe what the employee does for the organization, and who they report to within that organization.  Their lens is intended to focus internally, rather than externally… in fact, by design, there is no mention of the customer, or partners, or suppliers at all. 

Unfortunately, when asked to discuss their Operations, most executives will go to the org-chart as their management model of choice… this was fine for management during the Industrial Revolution, but woefully incomplete for the competitive environment organizations face today.  Without an external – customer’s view – perspective, ‘org-chart only’ management results in a silo-ed, “not-my-job” thinking that, unfortunately, has become de rigueur for many large enterprises – and even more so within the public sector.

Enter the Capability Model

Capability Modeling is simply another form of conceptual model that provides the customer’s perspective to an organization.  Rather than focusing only on what the employee does for the organization, the capability model expands management’s view,  explaining what the employee does for the customer

Capability modeling is based upon the idea of the Value Chain – “which is a set of activities that a firm operating in a specific industry performs in order to deliver a valuable product or service for the market. The concept comes through business management and was first described by Michael Porter in his 1985 best-seller, Competitive Advantage: Creating and Sustaining Superior Performance.



                                                                                         Figure 3.0 The Capability Model (created in WorkFit)

Capability Modeler for RMV

Capability Model

The Capability Model (see figure 3.0) expands the Value Chain concept by describing the organization as a set of distinct capabilities (e.g., people performing standardized business processes that are facilitated/supported by technology) that produce value for the customer.  Unlike the org-chart model which attempts to answer the, “this is what I do for the company” question the capability model answers the, “this is what I do for our customers” question (see Figure 3.1).

[1] Porter, Michael E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. New York.: Simon and Schuster. Retrieved 9 September 2013.

Figure 3.1 Capability Family Levels (created in WorkFit)

Family Levels Capability Modeler

 

Specific Capabilities

Capability modeling forms the backbone of Accelare’s Strategy-to-Execution (S2E) process – and lays the foundation for the engineered Customer Experience.  It forces the organization to identify Capability Owners and in doing so starts to breakdown silo-ed thinking.  It sets the stage for service levels, codified process, and standardized output (see Figure 3.2). 

Figure 3.2 - Capability Definition Context diagram (created in WorkFit)
SP_Manage.png

 

In short – it moves the organization into a collection of process driven activities that focus upon consistent value to the customer, however, it stops short of defining – and in fact is designed to respond to – the set of consumable services the organization offers… that is the job of the Service Catalog, our next blog entry.

Case Study
 

  

 

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