Ponencia de David Michels, Partner and Director in Bain & Company's Zurich Office, en el IV Congreso Internacional sobre Experiencia de Cliente celebrado el 3 de octubre en 2017

1. David Michels
Partner & Director at Bain & Co Zurich
Simple and digital: the next frontier
for Customer-Centric leaders
#CongresoDEC

2. October 2017
“Simple & Digital”
The Next Frontier for Customer-Centric Leaders
Dave Michels

3. 3 core elements to “Simple & Digital”
transformation
SIMPLIFY and
modularize
Taking the
CUSTOMER EXPERIENCE
lens
Embrace
DIGITAL
32
1
TRANSFORMATION

4. Lean OPERATING MODEL and RESULTS DELIVERY
New capabilities and ways of working for customer-centric change
TECHNOLOGY: IT and NETWORK
Digital-ready, adaptable and at radically lower cost
Simple & Digital
CUSTOMER EPISODESSimple and modular
PROPOSITIONS
Simple & Digital
VISION and OBJECTIVES
1
Seamless digital and physical
CHANNELS
2 3 4
Usage ServicePurchase
7
6
NET PROMOTER SYSTEM
High-velocity customer, performer and operational feedback loops
5
Holistic perspective: 7 building blocks

5. EPISODE ENDEPISODE START
CUSTOMER EXCELLENCE
OPERATIONAL EXCELLENCE
Call centre In store In between interactions Online self service
BACKSTAGE
ON STAGE
I need
to get
connected
to the internet.
“
”
I’m now
connected and
able
to use my
service.
“
”
The key unit of transformation is a customer Episode

6. Build sprints and
‘heartbeat’/continuous deployments
Product requirements
Performer experience,
skills and behaviors
Channel roles and handovers
Customer communication
and behaviors
Process design
IT capabilities
Continuously prioritized
product backlogs
• Pain points and root causes
• Immersion into customer/performer
• Inspiration from design analogies
• Ideation and ‘on-stage’/‘back-stage’
story-boarding
• Prototyping
AGILE WAYS OF WORKING
Define agile roadmap,
build and deploy
Detail implementation requirementsDesign customer episodes
Episode-by-episode sprints Continuous sprints
Agile roadmap
and deployment model
(‘heartbeat’ vs. continuous)
CX Factory: Agile episode design and delivery

7.  Only 12% of transformations achieve their full intended
ambition
 75% of the equation is the “inside game” – the ability to
effectively manage delivery risks
 These include effective organizational engagement,
culture, and behaviors
 Most common differences between “good” and “great”
are concepts of: the “beach”, “domino”, “spine”, “coach”,
“sponge”, and “red risks”
 Those who put processes in place to manage these risks
are 80% more likely to succeed and sustain the change
?
But… the “how” is usually harder than “the what”

8. RADICAL IMPROVEMENT
• 300% reduced time-to-market
• ~20% improved attrition
• Higher share of wallet
• -40% physical inter-actions
• -75% cycle times
OPPORTUNITIES OF THE DIGITAL REVOLUTION
OF BOTH COSTS AND REVENUES
-20% COMPLEXITY COSTS IN IT
-50% PROCESS COSTS
Significant
COST REDUCTION
BETTER CUSTOMER
EXPERIENCE
BETTER
PERFORMER
EXPERIENCE RADICALLY
SIMPLIFIED
AND AUTOMATED
OPERATIONS
… evidenced by an NPS IMPROVEMENT of +30 ppts.
The value at stake is enormous

9. IV Congreso Internacional
sobre Experiencia de Cliente
3 de octubre de 2017
#CongresoDEC