Q&A: Customer Experience: Fine Architecture or House of Horrors? Last Minute
viva | Experience Last Minute1 Sep 2010
Customer Experience: Fine Architecture or Home of Horrors?
Imagine what would happen if you had dozens of architects and hundreds of contractors all working on your business. Now image if there was no master plan and apiece individual spoke his or her own one-of-a-kind language. It’s not hard to envision that you would have something that would resemble the Winchester Home – the now-famous 160-room home that was cobbled together over a 38-year span with no master plan. The home is notorious for stairs that go nowhere, doors that open to a 2-story drop, and a maze of rooms, hallways and doorways that can perplex even the most seasoned of navigators.
Losing site of the huge picture can happen to even the ideal of businesses. When short-term business challenges inevitably arise, decisions can be prefabricated in haste to address them. Without a master plan, those seemingly innocent decisions can start to create a burden for the company in the long run. Independent and uncoordinated business initiatives can result in processes that don’t connect, systems that don’t play well with others, and departments that develop their own one-of-a-kind business lingo that is not universally understood by others.
Like the Winchester house, apiece individual project might seem like the right solution at the time. However, the compound affect of numerous independent and uncoordinated projects and solutions can result in an Achilles heal for the company: True change becomes increasingly hard to accomplish; integration and sharing of key business data slows to a crawl; and enabling cross-functional processes (aka end-to-end processes) becomes almost impossible to accomplish. Each function might seem content, but the business as a whole can start to suffer due to inflexibility, knowledge hoarding, and turf wars.
Indicators that your business might suffer from the ‘Winchester House’ syndrome:
1. Process Indicators: Business processes are not well defined or understood and apiece function prides itself on simply doing whatever is necessary to get the job done, even if it requires winging it now and then. Each functional area designs, develops, and manages its own one-of-a-kind processes with tiny or no sharing of ideal practices crossways functional areas.
2. Technology Indicators: Each functional area has its own set of business applications and data. Applications often don’t work well with others and data is not consistent crossways departments. Key business information is fragmented and stored in multiple locations and collecting data to conduct company-wide analysis is a long, difficult, and largely a manual process.
3. People Indicators: Individual functional areas have very specialized people, and it takes years to train new employees to learn the ropes of the business. Employees care only about their functional area, have their own set of performance goals and metrics, and don’t comprehend how or why other functional areas get things done.
Unfortunately, when companies lose sight of the larger picture and become a victim of the Winchester Home syndrome, the customer experience invariably suffers. Customers can be inconvenienced by inconsistencies between touch points, demand of integration between channels, and absence of a meaningful relationship between customer and company. The company’s internal processes, policies, and infrastructure often get in the way of providing the customer with what they want: an emotional connection to the company powered by great service.
SEE THE FOREST THROUGH THE TREES
Businesses that want to refrain this fate can and should establish, adopt, and diligently adhere to an enterprise customer experience blueprint; a holistic model that defines how apiece component of the company should work together in a seamless and consistent manner to enable and optimize the customer experience. Furthermore, the enterprise blueprint can help a business to develop a detailed master plan for where the business is this day and where it is going.
An enterprise blueprint can help any business to refrain the Winchester Home syndrome by serving as a detailed model for how the customer experience is influenced and enabled by the compilation of people, process, and technology assets. A comprehensive enterprise blueprint will consist of a detailed definition and model for apiece major component that comprise the business. This model can be invaluable for identifying any current deficiencies as well as charting a future course for the business.
A comprehensive enterprise customer experience blueprint includes several key dimensions:
1. Customer Experience Lifecycle (Customer): A formal definition of the customer experience lifecycle process from the customer’s perspective. The process includes a complete end-to-end view of how customers are attracted, acquired, facilitated, served, and cultivated well after the point of purchase.
2. Enterprise Business Process (Process): A formal and detailed enterprise process model that defines all major processes, sub-processes, and activities that comprise the enterprise. Ideally, the process model should be defined as a hierarchy to grant both low-level analysis and optimization as well as executive-level roll-up of detailed activities into larger process areas.
3. Enterprise Systems Architecture (Technology): A complete information technology model that identifies and defines key IT capabilities, applications, data, and infrastructure. Ideally, the components of the IT structure model should be expressly linked to the customer, process, and people dimensions of the blueprint.
4. Enterprise Organization Chart (People): An enterprise-wide organization chart that includes an up-to-date definition of the reporting structure, roles, and responsibilities.
5. Enterprise Business Metrics (Value): A standard definition of all key business metrics that includes a definition of how the metric is calculated and where key data is sourced from in the enterprise.
6. Corporate Strategy (Strategy): A clear and well-defined strategy that sets the long-term goals and directions for the company. The corporate strategy should include components to define specific strategies for areas such as the brand, market, product, service, price, promotion, channel, and customer experience.
CUSTOMER EXPERIENCE BLUEPRINT – IT DOES YOUR BUSINESS GOOD
Businesses that are seeking clarity to their current and future business environment can develop their own customer experience blueprint by identifying and examining their key business assets:
1. Assemble acquirable business artifacts: Gather all acquirable customer experience processes, business processes, technology architectures, organization structures, business metrics, and strategies that are acquirable for the business.
2. Identify gaps and inconsistencies: Evaluate the existing business artifacts to refer what is missing, where inconsistencies or duplications occur, or where additional detail is absent for apiece of the major dimensions (customer, process, people, technology, value, and strategy).
3. Create standard definitions and assemble the blueprint: Create and concur to a common set of standards to accurately define and describe apiece dimension of the blueprint and close any gaps that are identified. Consolidate and summarize all artifacts into a comprehensive enterprise customer experience blueprint and keep them up to date. Use the blueprint as a management tool to guide the business going forward.
Developing and using a comprehensive blueprint has its benefits; businesses that define and maintain a comprehensive enterprise customer experience blueprint can improve their return on investments, increase productivity, and improve the customer experience:
* Improved ROI: Initiatives that are superior aligned with the enterprise blueprint can result in fewer conflicts and duplication of efforts. Furthermore, short-term efforts can be superior aligned with long-term goals so that all resources are rowing in the same direction.
* Increased Productivity: Business can run more smoothly and produce more for the same or less effort by leveraging common resources, talking the same process and business metric language, and by using a common and consistent set of information. Furthermore, businesses can make superior decisions based on a more holistic and consistent view of enterprise-wide capabilities, issues, risks, and opportunities.
* Improved Customer Experience: Businesses that have aligned their people, process, and technology components are superior equipped to wage meaningful customer experiences. When aligned and consistent, the business infrastructure can serve as a true enabler – rather than a hindrance – to powerful customer experiences.
EXECUTIVE SUMMARY
Over the course of the lifetime of a business various business challenges, opportunities, and issues will arise and be solved by numerous and seemingly innocent business decisions; decisions that result in new processes, organizational structures, and systems. Without an overarching blueprint to guide these decisions, however, the legacy of various and uncoordinated initiatives can be crippling. As more and more independent decisions are made, the weight of inconsistent processes, duplication of duties, and incompatible systems can burden both the company and the customer.
Business that want to refrain this fate can and should establish, adopt, and diligently adhere to an enterprise customer experience blueprint; a holistic model that defines how apiece component of the company should work together in a seamless and consistent manner to enable and optimize the customer experience. A comprehensive enterprise customer experience blueprint includes several key dimensions including a 1) Customer Experience Lifecycle Process (Customer), 2) an Enterprise Business Process Model(Process), 3) an Enterprise Systems Architecture (Technology, 4) an Enterprise Organization Chart (People), 5) Enterprise Business Metrics (Value), and 6) a Corporate Strategy (Strategy).
If your business were a home or building, what would it look like to your employees and customers? Would it be structurally sound, open, and inviting? Or would it be cluttered, broken up and difficult to navigate?
Having the right blueprint can make all the difference.
Robert Howard is the Founder and Chief Executive of ClearBrick LLC, a leading bourgeois of customer experience business solutions, research, and advice.
Find out how to develop your own Customer Experience Blueprint.
Tags: Architecture, Customer, Experience, Fine, Horrors, House, Last, Minute