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Internal Communication as a key competency of Customer Centricity and Customer Experience

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Explanation of what Internal Communication as a Competency is. Two central concepts are at stake. Communication Culture and Information Richness. Both represent two dimensions of Communication in Organization. Communication Culture is how people interact with each other within Organization, how Disciplines and departures of a company work together, how meaning and content is developed while people interact. Information Richness is the hard part of Communication focusing on the quality of Information, the process of transmission and exchange, and what is done with the information. These two dimensions are dominating the state of interaction capabilities a Company has which is for instance important to manage, design and realize relevant Customer Experience, based on relationships model instead of transaction model. Since Internal is External. And companies cannot improve Customer Experiences and Relations without improving skills and capabilities in the Internal Organization. Employees are your first Customers.

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Internal Communication as a key competency of Customer Centricity and Customer Experience

  1. 1. I N T E R N A L C O M M U N I C A T I O N A S A K E Y O R G A N I Z A T I O N A L C O M P E T E N C Y ALEXANDER STOTER 2015 WWW.CUSTOMERCENTRICEXPERIENCE.COM
  2. 2. DIFFERENT PERSPECTIVES ON INTERNAL COMMUNICATION Internal Communication as a function of Corporate Communication (e.g. Internal Branding). Internal Communication as a management instrument or tool (e.g. To inform, To engage). Internal Communication as a key Competency.
  3. 3. INTE RNA L CO MMUNICATI ON A S A K E Y CO MP E TENCY the main driver of learning capabilities the critical success factor for innovation and customer centricity power the most important ingredient for interaction with the Customer and Employees
  4. 4. Y O U R E M P L O Y E E S I N T E R A C T I O N S D R I V E C U S T O M E R E X P E R I E N C E
  5. 5. YO U R E M P L O YE E S - D E S I G N D I G I T A L T O U C H P O I N T S - P R O D U C E A N D A C T I V A T E P R O P O S I T I O N S - H A V E F 2 F C O N T A C T - A R E YO U R F I R S T C U S T O M E R S - - M A K E D A I L Y D E C I S I O N S W HI C H R E L A T E T O C U S T O M E R S - M A K E I N T E R P R E T A T IO N S A B O U T I N S I G H T S
  6. 6. W H A T I S C O M M U N I C A T I O N I N O R G A N I Z A T I O N S ? • Communication as a management tool or instrument (Marketing Communication, Public Relation, Corporate Communication) to realize awareness, change of behaviors. • Communication as a function or department (Marketing Communication, Internal Communication, Brand Management, Corporate Communication). • We treat Communication as a core competency of the whole organization. Internal Communication is the part of inside the company. But merge with External Communications since In and External are not separate parts but integrated by new behaviors and tools (Social Media).
  7. 7. WHAT IS COMMUNICATION COMPETENCY? Communication as a competency has two main aspects. • Culture Expression model based. This model focus is on the process of mutual understanding, norms and values which are used in the person to person communication, it’s perspective is on the functions of communications for the users and there needs. We call this Communication Culture. • Information transmission model based. How is information transmission processes throughout send and receive. What kind of effects and biases are at place in the cognitive processes. What kind of Media are used and what is the impact of Media Experience. We call this dimension Information Richness.
  8. 8. WHAT IS INTERNAL COMMUNICATION? • Internal Communication is not just a department who is handling the internal communication flow by all kind of media, but • is here mentioned as a organizational competency of the whole organization. • it includes also the way organizations interact with external environment, e.g. customers, press and other external relations. • it defines the quality of the Communication skills of a company and is of influence of many aspects like customer centric approach, innovation and also the strength of the Corporate Identity.
  9. 9. WHAT IS COMMUNICATION CULTURE Communication Culture refers to how employees across the organization work together, how decisions are made, how there is given meaning to events and activities. Which norms, values and principles- outspoken and unspoken- are dominant in personal communications and inter company relations. Feedback, openness or receptiveness for different opinions are indicators of the type of Communication Culture which is dominant.
  10. 10. WHAT IS INFORMATION RICHNESS Information Richness refers to the quality of the information and the information transmission across the organization. Relevance, speed of decision making, actionable management information are indicators of both the information and the process of transmission. Media usage and Cognitive process are of relevant influence of this process.
  11. 11. INFORMATION RICHNESS EASE TO ACCESS
  12. 12. INFORMATION RICHNESS SPEED OF INFORMATION TRANSMISSION
  13. 13. INFORMATION RICHNESS CROSS FUNCTIONAL
  14. 14. INFORMATION RICHNESS RELEVANCE & PERSONAL
  15. 15. INFORMATION RICHNESS HOW ACTIONABLE IS YOUR INFORMATION
  16. 16. INFORMATION RICHNESS SPEED OF DECISION MAKING
  17. 17. COMMUNICATION CULTURE AUTONOMY TO ACT OR DECIDE
  18. 18. COMMUNICATION CULTURE HOW OPEN ARE YOU FOR FEEDBACK
  19. 19. COMMUNICATION CULTURE LEARN OR CONTROL
  20. 20. COMMUNICATION CULTURE RELATIONSHIP AND TRUST
  21. 21. COMMUNICATION CULTURE OPENNESS VS WINDOW DRESSING
  22. 22. COMMUNICATION MATRIX
  23. 23. MEDIA USAGE AND NEEDS (MCQUAIL) • Information • Identification, Identity • Integration and Social interaction • Entertainment and Creation/Fantasy • Mobilization • Continuity • Correlation
  24. 24. COMMUNICATION AND ORGANIZATIONAL CHANGE Improve Communication Competency Improve Change capabilities Improve flexibility to Change
  25. 25. I N F O R M A T I O N T R A N S M I S S I O N D U R I N G C H A N G E • Sense of urgency • Attitude: threat or opportunity (Maslow) • Perceived Personal and Social Risk • Openness or just a must • Openness during change process (transparency) • Lack of trust
  26. 26. I N F O R M A T I O N T R A N S M I S S I O N D U R I N G C H A N G E • Adoption / diffusion model • Cognitieve dissonance • Selection processes in perception iveness of information transmission will depend on the motivation and ability to
  27. 27. SHIELDS OF RESISTANCE A C T I O N & B E H A V I O R R E T E N T I O N C O M P R E H E N S I O N P E R C E P T I O N & E L A B O R A T I O N A T T E N T I O N E L A B O R A T I O N L I K E L I H O OD MO D E L P E T T Y & C A C I O P P O 1 9 7 9 : A B I L I T Y A N D MO T I V A T I O N T O P E R C E I V E V I A P E R I P H E R A L P A T H V S C E N T R A L P A T H E X P O S U R E

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