CEM Africa Agile

1. CEM IQ
Agile Customer Experience Management
CEM Africa Summit 2016

2. Contents
1. Challenges today
2. Agile customer experience management
3. About IQ Business

3. CEM Challenges today… a balancing act
1. Innovate and win market share in the age of the customer
2. Change the internal focus in operational and support areas
3. Get the organisation to prioritise customer initiatives over
internal (efficiency / cost saving) initiatives
4. Get buy in from all levels of the organisation to see CEM
improvement initiatives through
5. Lead - Get our product to market faster than our
competitor
How do we:

5. But do it quickly….

6. agility –
• Ability to move quickly
and easily (Oxford)
• Business agility means a
company is always in a
position to take account
of market changes
(Cambridge)
Delighting people that matter1
Self-organising teams2
Iterative and Incremental3
Deliver value in each iteration4
RadicalTransparency5
Continuous Self Improvement6InteractiveCommunications7
The Leaders Guide to Radical
Management – Steve Denning

7. And do it well….

8. Considerations
 Target Operating model
 Operational Excellence
 Change Management

9. 5 Steps
to achieving agile customer
experience management

10. Step 1:Vision
 VisionWorkshop with senior leadership
 Critical to obtain buy in and support from the top
Define:
 What result do you intend to deliver?
 Make sure it aligns to your brand attributes
 What is a successful outcome for your customer?
 Deliver value
 Meet an unmet need
Note: Draw from insights you already have
1

11. Insights
 Use insights you already have and can easily access to start
with:
 Feedback you already have
 Complaints
 Customer data
 Operational data / transaction history
 Voice of the Employee
1

12. Step 2: Design
 Identify a key experience to improve
 Run a collaborative workshop to re-design the experience
 Include people involved in delivering the experience –
leverage their knowledge & insights, create buy-in
 Remember to design for achievement of your vision
 Use a proven method – e.g. the BP Group’s CEMMethod™
2
FAST ADAPTIVECOLLABORATIVE OUTCOMES
FOCUSED
ENABLES
INNOVATION

13. Step 3: Plan
 Continuous process - not just an event up front.
 Start planning from a longer term (vision and Roadmap)
 Use an iterative approach to break down the delivery in
smaller batches and plan in detail for each iteration
 Typically every 1-4 weeks, depending on environment
Prioritisation:
 Actions that result in simultaneous:
 Improvement in customer experience
 Reduction in operating costs
 Increase in revenue
3

14. Step 4: Prepare
 Effective stakeholder management and engagement plan.
 Plan the journey from the existing way of work to the new
way of work
 Deliver changes through the agile way of:
 Making work visual (transparent)
 Working in cross functional, self organised teams
 pulling work
 committing to delivery
 showing value more frequently
 working collaboratively
…………..all helps in building motivation and buy-in
4

15. Step 5: Implement
 People engaged throughout the journey, means they are
ready to adopt the new way of work
 Iterative and incremental, means getting something of
value to the market quicker
 Get feedback to improve the next iteration
 Measure and market success
5

16. A Faster Alternative
AgileCEM and ChangeApproach
TraditionalApproach
2 + months to market
Week 1
CEMMETHOD® REDUCED TIME ADAPTIVE
Concept Requirements Analysis Design Build Test Deploy Maintain
Month 1
Align People
Tell
Stories
Feedback Adjust
Concept
Design
Prioritise Build Test
2 -3 weeks to market
Align People
Tell
Stories
Feedback Adjust Align People
Tell
Stories
Feedback Adjust
Concept
Design
Prioritise Build Test
2 -3 weeks to market 2 -3 weeks to market
Concept
Design
Prioritise Build Test

17. Summary
Change Management
Increased Revenue
Reduced Cost
Improved Customer Experience
Outcome
Understand the customer
need and design customer
experiences that align to the
organisation's brand
attributes and overall
strategic differentiator.
Operating Model
Design and build an Operating Model that
will support the execution of the desired
strategy. Understand the required
capabilities from a people, process and
technology perspective, identify the gap,
and define a roadmap for
implementation.
Deliver incrementally with a focus on
the highest value to customer,
validate assumptions with short
feedback cycles and improve time to
market.
Enable people to move from their existing way of work, through a
planned journey to the new operating model. A set of Interventions and
activities that stitch the business strategy to consistent, predictable and
measured human behaviour, ensuring the business OPERATES
effectively.

18. ThankYou

19. CEM IQ