The linear “inside out” thinking focus around processes and functions that might be important to the company’s operations, but don’t really mean anything to customers. The organizational transformation is about unlearning and relearning together to build Business Agility.
Why does management think and do the same way as they did for 30 years ago? The business and marketing strategy is grounded in Philip Kotler’s linear model, a bad fit for the customer’s demand of I want to solve problems Just-In-Time without any waste of energy and time.
The whole organization needs to set a strategy and measure the 8 Battlefield areas for Customer Experience from the “outside in”-perspective.
Philip Kotler’s linear 4P-marketing model doesn’t fit the Social Network Economy. You can’t compete only with the product, campaign, and promotions. People thrive for connection, sharing life and consumption.
People to people
Everyone wants to feel connected—it’s part of human nature. Whether it’s building relationships at home, in the community, or with friends, people like to feel bonded to each other. But perhaps it’s nowhere more important than at work. A connection culture in the workplace can impact customer experience and create a place where employees are engaged and excited to be.
Every company has its own culture, whether by design or by default. The culture is the personality of the corporation, and the environment it provides. Culture is the sum of a company’s beliefs, ethics, expectations, goals, values, and mission.
The company that wants its customers to be more satisfied with their service experience, needs to treat its employees as they would their customers.
Brands want their customers to be engaged and feel connected to the company. But it’s hard for employees to give customers what they themselves don’t have. A company won’t have energetic and enthusiastic employees who connect with customers if those employees don’t feel connected to the company.
Every company knows that they should prioritize improving the customer experience, the secret to success is working out how to execute on that strategy.
Real strategy lies not in figuring out what to do, but in devising ways to ensure that, compared to others, we actually do more of what everybody knows they should do.
How does management convince staff they are truly committed to improving the customer experience?
If an organization’s leaders want their people to believe that a new strategy is being followed, they must establish credibility by proving that they are prepared to change themselves: how they act, measure, and reward states David H. Maister.
If people are to make the right strategic decision in every location of the firm, in every operating group, and at every level, then they must absolutely trust that management will back them up and reward them (or at least not punish them) for acting in accordance with the declared strategy.
If your organization doesn’t measure Customer Experiences it’s hard to compete on today’s battlefield. The new growing unicorns have one thing in common, they measure and improve Customer Experiences continuously. To build a faster, agile organization is about going from a slow command-and-control organization to a demand-driven, communicative, experimental iterative organism that moves together with their community. Well described by Prophet.
The Digital Evolution creates new business opportunities with increased mobility, social filtering of data, sensors, and cloud services. Think beyond the industrialism value chain and embrace the new business opportunities. Think beyond the limitations of the value chain rooted in the Industrial Age.
“The illiterate of the 21st century will be those who cannot learn, unlearn, and relearn.”
Thinking Media – Empower your Business Transformation in the Social Business Landscape