Build a World Class Operation in Customer Success
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Transcript of Build a World Class Operation in Customer Success
© 2016 Service Excellence Partners
Organizational Maturity
Control
Continuous Improvement
Firefighting
Optimization
Innovation
2x
© 2016 Service Excellence Partners
Results from Continuous Improvement
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
OperatingIncome
Sales TotalAssets
Employees Return onSales
Return onAssets
Per
cen
t C
han
ge
Award Winners
Control Firms
Source: Hendricks, K. and Singhal, V. March, 2000 “The Impact of Total Quality Management (TQM) on Financial Performance: Evidence from Quality Award Winners” DuPree College of Management, Georgia Institute of Technology
© 2016 Service Excellence Partners
Organizational Maturity
Control
Continuous Improvement
Firefighting
Optimization
Innovation
10x
© 2016 Service Excellence Partners
Sources: J. Collins, M. T. Hansen, 2011. Great by Choice: Uncertainty, Chaos and Luck—Why Some Thrive Despite Them All. Cumulative stock returns, dividends reinvested. © CRSP, Center for Research in Security Prices, Booth School of Business, The University of Chicago.
10X Case Dynastic Era of Study
Value of $10K Invested
Performance Relative to Market
Performance Relative to Industry
Amgen 1980-2002 $4.5M 24X 77X
Biomet 1977-2002 $3.4M 18X 11X
Intel 1968-2002 $3.9M 21X 46X
Microsoft 1975-2002 $10.6M 56X 119X
Progressive Insurance 1965-2002 $2.7M 15X 11X
Southwest Airlines 1967-2002 $12.0M 63X 550X
Stryker 1977-2002 $5.3M 28X 11X
10x Performers
© 2016 Service Excellence Partners
10x Companies Are not: • more creative • more visionary • more charismatic • more ambitious • more blessed by luck • more risk seeking • more heroic • more prone to making big, bold moves Source: J. Collins, M. T. Hansen, 2011. Great by Choice: Uncertainty, Chaos and Luck—Why Some Thrive Despite Them All.
© 2016 Service Excellence Partners
Empirical Creativity Don’t look to other people, conventional wisdom, authority figures or peers, but to empirical evidence; direct observation, practical experimentation, and direct customer engagement
Source: J. Collins, M. T. Hansen, 2011. Great by Choice: Uncertainty, Chaos and Luck—Why Some Thrive Despite Them All.
© 2016 Service Excellence Partners
Productive Paranoia Hyper-vigilant, highly attuned to threats and changes even when things are going well; channel fear and worry into action and preparation, and maintain large margins of safety Source: J. Collins, M. T. Hansen, 2011. Great by Choice: Uncertainty, Chaos and Luck—Why Some Thrive Despite Them All.
© 2016 Service Excellence Partners
Fanatic Discipline Extreme consistency of action, goals, performance standards and methods; utterly relentless with an unbending focus on their quests
Source: J. Collins, M. T. Hansen, 2011. Great by Choice: Uncertainty, Chaos and Luck—Why Some Thrive Despite Them All.
© 2016 Service Excellence Partners
The Secret to 10x Success
“Disciplined people engaged in disciplined thought and taking disciplined action.”
Source: J. Collins, M. T. Hansen, 2011. Great by Choice: Uncertainty, Chaos and Luck—Why Some Thrive Despite Them All.
A disciplined culture comes from a specific, methodical and consistent leadership approach.
© 2016 Service Excellence Partners
We are what we repeatedly do. Excellence, then, is not an act, but a habit.
– Aristotle
System->Discipline->Repetition->Habit->Culture->Excellence!
© 2016 Service Excellence Partners
Strategic Management Systems Sensory System
Planning and Review System
Work System
Metrics System CI System
People System
Leadership System
© 2016 Service Excellence Partners
Strategic Management Systems Sensory System
Planning and Review System
Work System
Metrics System CI System
People System
Results
Leadership System
© 2016 Service Excellence Partners
Example: Emerging Segment Sensory System
Work System People System
Results
Planning and Review System
CI System Metrics System
Leadership System
Fanatic Discipline
Empirical Creativity
Productive Paranoia
© 2016 Service Excellence Partners
CCS Benchmarking Results? Sensory System
Planning and Review System
Work System
Metrics System CI System
People System
Results
Leadership System
71%
41%
© 2016 Service Excellence Partners
Sensory System Opportunities
- Defining personas by market segment (47%)
- Using CSAT and loyalty data in planning (47%)
- Analyzing competitor’s customer experiences (47%)
Strengths
+ Analyzing defections by reason, segment and competitor (63%)
+ Revisiting assumptions throughout the customer lifecycle (63%)
© 2016 Service Excellence Partners
Planning and Review System
Opportunities
- Articulating specific changes and what’s required to implement them (39%)
- Tracking systems to monitor execution and results (39%)
Strengths
+ Aligning and integrating functional and corporate plans (78%)
© 2016 Service Excellence Partners
People System Opportunities - Aligning staffing levels,
knowledge and skills to the customer experience (40%)
- Measuring and improving learning and development systems (27%)
Strengths + Measuring and acting on employee feedback (87%)
© 2016 Service Excellence Partners
Work System
Opportunities
- Identifying and tailoring journeys to specific segments and personas (33%)
Strengths
+ Using personas and segments to drive process requirements (60%)
© 2016 Service Excellence Partners
Metrics System
Opportunities
- Deploying leading and lagging indicators (29%)
- Indicating progress on plans (29%)
- Calibrating metrics (14%)
Strengths
+ Defining the right set of metrics (64%)
+ Reviewing and acting on metrics (64%)
© 2016 Service Excellence Partners
Continuous Improvement System Opportunities
- Using statistical methods (21%)
- Separating special from random causes (21%)
- Set aside time for improvement projects (21%)
Strengths
+ Working cross-functionally (71%)
© 2016 Service Excellence Partners
Leadership System
Opportunities
- C-level ownership of the customer experience (29%)
Strengths
+ Leaders modeling ideal behaviors (93%)
+ Leaders emphasizing customers and key communities (93%)
© 2016 Service Excellence Partners
Next Steps for 2017
1. Take the survey by Thanksgiving
2. Review your capabilities in the Seven Systems
3. Prioritize the gaps
4. Pick one area to improve
5. Plan and execute!
© 2016 Service Excellence Partners
Thank You!
Ed Powers Principal Service Excellence Partners www.se-partners.com [email protected] 970-235-0078