This is the slide-deck from our webinar: Hack your NPS Data that is available for offline viewing should you be interested. Please reach out and learn some creative tips on using NPS data more effectively!
This document discusses setting goals for improving the Net Promoter Score (NPS) for different programs within AIESEC, an international student organization, between 2014 and 2015. It provides current NPS data and outlines a process for classifying issues detractors encounter as "small loop" or "big loop," setting yearly NPS score goals, and using regional NPS data as benchmarks. Specifically, it sets goals of 40 for 2014 and 48 for 2015 for the GCDP program and 43 for 2014 and 48 for 2015 for the GIP program based on addressing key detractor issues through a staged approach over the two years. The document emphasizes that entity goals should be set in the same way and compared to regional zone benchmarks rather than
A customer satisfaction survey was conducted in 2008 of 564 customers of a space database company. 45 customers responded for a response rate of 8%. The overall satisfaction score was 89%, up from 86% in 2007. While some scores improved in areas like service and accuracy, there were also some increased negative responses and concerns about draft accuracy and training. The company plans to focus on improving consulting, training, accuracy, and addressing customer needs and feedback.
Space Database Customer Satisfaction Survey 2009Mikael Sandblom
Space Database conducted a customer satisfaction survey in 2009. 699 customers were invited to participate and 70 responded. The overall satisfaction score was 89%, consistent with previous years. While most feedback was positive, some respondents suggested improvements like quicker response times, a more user-friendly website, and paying closer attention to details in drawings. For 2010, Space Database aims to maintain high satisfaction scores while focusing on service delivery, training resources, and further improving accuracy.
The annual customer satisfaction survey showed a decline in Space Database's overall satisfaction score from 89% in 2011 to 87% in 2012. Scores fell specifically in the areas of customer service and online applications, likely due to understaffing during the year. While accuracy scores remained high, the company aims to improve service times and delivery commitments in 2013 to boost satisfaction.
The document discusses an approach called LEO (Listen, Enrich, Optimize) to achieve delivery excellence. It involves listening to customers and employees, enriching products and services, and continuously optimizing processes. LEO is presented as a sustainable change model to build quality into an organization's DNA. Key steps include understanding resistance, teaching quality methodology, applying it through projects, and communicating progress. The approach aims to make employees feel passionate and accountable by focusing on customer needs, rewarding quality work, and creating an environment for new ideas.
For Dummies - Delivery Excellence by Suresh VennaSuresh Venna
This document outlines components that should be tracked to measure continuous improvement across staffing, services and solutions, and sales and execution. It recommends defining delivery standards for each service, metrics for success and failure, and guidance for increasing success rates. Sample metrics include requirements, submission and closure rates, headcount, customer satisfaction, profit margins, and reasons for winning or losing projects. The data consists of standards, policies, processes, procedures, metrics, measurements, and feedback to address people, services, solutions, and products.
The document discusses Oregon Department of Environmental Quality's use of Lean Process Improvement and Kaizen events to simplify business processes. It explains that DEQ uses 5-day Kaizen events with process improvement tools to identify inefficiencies. Several of DEQ's divisions have already participated in Lean-Kaizen and implemented solutions. Lean identifies customer needs and requirements and maps processes to understand inefficiencies and roles. It can provide measurable results within 6 months through process improvements, better communications, and redirected resources.
This document discusses setting goals for improving the Net Promoter Score (NPS) for different programs within AIESEC, an international student organization, between 2014 and 2015. It provides current NPS data and outlines a process for classifying issues detractors encounter as "small loop" or "big loop," setting yearly NPS score goals, and using regional NPS data as benchmarks. Specifically, it sets goals of 40 for 2014 and 48 for 2015 for the GCDP program and 43 for 2014 and 48 for 2015 for the GIP program based on addressing key detractor issues through a staged approach over the two years. The document emphasizes that entity goals should be set in the same way and compared to regional zone benchmarks rather than
A customer satisfaction survey was conducted in 2008 of 564 customers of a space database company. 45 customers responded for a response rate of 8%. The overall satisfaction score was 89%, up from 86% in 2007. While some scores improved in areas like service and accuracy, there were also some increased negative responses and concerns about draft accuracy and training. The company plans to focus on improving consulting, training, accuracy, and addressing customer needs and feedback.
Space Database Customer Satisfaction Survey 2009Mikael Sandblom
Space Database conducted a customer satisfaction survey in 2009. 699 customers were invited to participate and 70 responded. The overall satisfaction score was 89%, consistent with previous years. While most feedback was positive, some respondents suggested improvements like quicker response times, a more user-friendly website, and paying closer attention to details in drawings. For 2010, Space Database aims to maintain high satisfaction scores while focusing on service delivery, training resources, and further improving accuracy.
The annual customer satisfaction survey showed a decline in Space Database's overall satisfaction score from 89% in 2011 to 87% in 2012. Scores fell specifically in the areas of customer service and online applications, likely due to understaffing during the year. While accuracy scores remained high, the company aims to improve service times and delivery commitments in 2013 to boost satisfaction.
The document discusses an approach called LEO (Listen, Enrich, Optimize) to achieve delivery excellence. It involves listening to customers and employees, enriching products and services, and continuously optimizing processes. LEO is presented as a sustainable change model to build quality into an organization's DNA. Key steps include understanding resistance, teaching quality methodology, applying it through projects, and communicating progress. The approach aims to make employees feel passionate and accountable by focusing on customer needs, rewarding quality work, and creating an environment for new ideas.
For Dummies - Delivery Excellence by Suresh VennaSuresh Venna
This document outlines components that should be tracked to measure continuous improvement across staffing, services and solutions, and sales and execution. It recommends defining delivery standards for each service, metrics for success and failure, and guidance for increasing success rates. Sample metrics include requirements, submission and closure rates, headcount, customer satisfaction, profit margins, and reasons for winning or losing projects. The data consists of standards, policies, processes, procedures, metrics, measurements, and feedback to address people, services, solutions, and products.
The document discusses Oregon Department of Environmental Quality's use of Lean Process Improvement and Kaizen events to simplify business processes. It explains that DEQ uses 5-day Kaizen events with process improvement tools to identify inefficiencies. Several of DEQ's divisions have already participated in Lean-Kaizen and implemented solutions. Lean identifies customer needs and requirements and maps processes to understand inefficiencies and roles. It can provide measurable results within 6 months through process improvements, better communications, and redirected resources.
A3 Management: Effective Problem Solving via PDSATKMG, Inc.
Recorded webinar: http://slidesha.re/1kwmhx4
Subscribe: http://ksmartin.com/subscribe
For more information, see Chapter 4 of the Shingo Research Award winning The Outstanding Organization: http://bit.ly/TOObk
A3 management is a fundamental Lean management practice for making effective improvement, solving problems, developing people, and building a learning organization.
While this disciplined approach generates more effective and sustainable results than traditional problem solving, it’s arguably the process of developing skilled coaches that carries the greatest organizational benefits -- including the cultural shifts needed to accelerate transformation.
With practice, the organization becomes more responsive, focused, and effective in delivering value to its customers and attracting and retaining talent.
In this webinar, you will learn:
• The mechanics of using PDSA (plan-do-study-adjust) for solving problems.
• The vital role coaching plays in building organization-wide problem solving capabilities.
• How to break the “telling” habit that disrespects a worker’s creative potential.
• How to systematically build coaching capabilities to accelerate learning.
The document provides an introduction to an employee survey services company. It discusses their syndicated and ad-hoc survey services covering topics like employee satisfaction, engagement, and culture. It describes their qualitative and quantitative research approaches using in-depth interviews, focus groups, and paper/online questionnaires. Key aspects assessed in surveys include collaboration, commitment, leadership, workload, and more. The company partners throughout the entire survey process, from design to analysis and reporting. They ensure data privacy and follow industry research standards.
Introduction to OKR - Objectives and Key ResultsWeekdone.com
Do you know what’s the one thing in common in Google, Linkedin, Intel, Zynga, Oracle, Twitter and Sears?
What’s behind the success of aligning their people and teams to work as one towards set goals?
It’s the magical acronym OKR – Objectives and Key Results. All of them use it and love it. Today we’re introducing OKR support also in Weekdone team collaboration software.
What are the differences between KPI and OKR frameworks?
OKRs identifies the main objective as well as the key results — the framework and the way to get there. To achieve the objectives identified with OKR, teams must establish measurable actions to take in order to achieve high-level goals. OKRs are often highly ambitious and are designed to align and push the company into full-gear as a cohesive unit, but also give individual contributors autonomy, which encourages innovation on the road to goal achievement.
OKR & Business Objectives - Agile Evangelists Webinar talk April 2020Michelangelo Canonico
This document provides a light-weight overview of OKRs (Objectives and Key Results), including a brief history and comparison to MBOs. It emphasizes that objectives should be inspirational goals and key results should specify how objectives will be accomplished. An example template is given of "I will [objective] as measured by [key result 1], [key result 2], etc.". The document cautions that objectives should not be quantifiable goals on their own and should have logical connections to higher-level visions and strategies.
Customer Satisfaction measurements - SEE 2016, DenmarkTOPdesk
This document discusses approaches to measuring customer satisfaction internally, including focus groups, periodic surveys, and continuous feedback. It describes the goals of gaining insight into performance and customers' service experiences. Periodic surveys measure satisfaction with reliability, responsiveness, assurance, empathy, and tangibles on an annual basis. Continuous measurement collects immediate feedback on customer effort after specific services. Results are used to communicate areas for quick wins and formulate complex changes to improve customer satisfaction over time.
Presenting this set of slides with name - Change Readiness Assessment Powerpoint Presentation Slides. We bring to you to the point topic specific slides with apt research and understanding. Putting forth our PPT deck comprises of twentysix slides. Our tailor made Change Readiness Assessment Powerpoint Presentation Slides editable presentation deck assists planners to segment and expound the topic with brevity. The advantageous slides on Change Readiness Assessment Powerpoint Presentation Slides is braced with multiple charts and graphs, overviews, analysis templates agenda slides etc. to help boost important aspects of your presentation. Highlight all sorts of related usable templates for important considerations. Our deck finds applicability amongst all kinds of professionals, managers, individuals, temporary permanent teams involved in any company organization from any field.
Recorded webinar: http://slidesha.re/1tGIZaH
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://bit.ly/TOObk
Effective problem solving is not an innate skill that most people are born with.
Even for those few few lucky ones who are born with natural problem-solving talent, it is often drummed out of them by parents, teachers, and bosses. And those whose academic preparation would lead you to believe that they're highly skilled in this area (such as engineers and physicians) regularly fall prey to sloppy problem solving.
The good news is that effective problem solving is a skill that can be developed. Everyone can learn to solve problems effectively given the will and ample practice with a skilled coach/teacher.
This webinar focuses on the P (plan) phase of the PDSA/PDCA cycle (plan-do-study-adjust), which is the most difficult phase of scientific problem solving for people to master. Topics include:
• Setting a target condition
• Problem clarification
• Scoping and qualifying the problem
• Root cause analysis
Watch this lively discussion and learn the important first steps for closing the gap between where you are and where you'd like or need to be.
As preparation for the webinar, you may want to read the Discipline chapter in Karen's Shingo Award-winning book, The Outstanding Organization. www.ksmartin.com/TOO
Construct the structure for your business change management with our exclusive presentation design named as change management framework PowerPoint presentation slides. This PPT image will help in defining your change management strategy which will be used by your business teams to develop your business model as per your business change management approach. Further enhance the value of change by building the change plans for the organization with this CM framework presentation layout which helps in depicting your idea toward your potential audiences. In addition to the above objective, this PPT slide image will also help you to describe the various benefits arises to the management through the concept such as how it will help in increasing your business market share, competitive edge, how to effectively utilize the business resources and many more. So, download this change management ppt template to create an exceptional presentation for your management and audiences. Enthrall folks with accounts of courage with our Change Management Framework PowerPoint Presentation Slides. Inspire them to be heroic.
Recorded webinar: http://slidesha.re/1bmPjur
Subscribe: http://www.ksmartin.com/subscribe
Karen's books: http://www.ksmartin.com/books
Plan-Do-Study-Adjust is more than a tool to generate results for the current project at hand. It's a problem-solving approach that teaches people how to THINK methodically, generating long-lasting, culture-shifting benefits.
In this webinar, you'll learn the specific steps (many of which are often forgotten) that must be taken to successfully use the PDSA cycle to solve problems, and design new processes and products.
LAST Conference - The Mickey Mouse model of leadership for software delivery ...Nish Mahanty
Leading an agile team can be rewarding and also challenging. It is an opportunity to apply your leadership and vision, and to introduce those the ideas and behaviours that are important to you. One of the main benefits is the opportunity to grow and develop the careers of your teams, and to have an impact wider than your own individual technical skills.
It is also a challenge. Often the skills that got you the promotion, or new job, aren't the ones you need to be successful in the new role. If you are inheriting an existing team, they usually have work in-flight so it’s important to be up to speed with what the team is doing, and whether they are on track for meeting their (now your) objectives. Every team, company, and situation is different, with unique challenges so it is important that you quickly identify where to focus your energies.
I'll outline a framework (with themes and a checklist) for assessing the situation, and constructing a 30 day plan to set yourself, and the team, up for success:
Theme 1: Build the things right (The technical aspects of delivering quality solutions)
Theme 2. Build the right thing (validating the planned deliverables against the desired business outcomes)
Theme 3. Build the right Team (building a resilient, highly engaged, highly skilled team, who work well together and who can efficiently adjust to unforseen changes, whilst still delivering the outcomes)
I believe that a successful agile team achieves a conscious balance between these themes. If they aren't focussed on all three, then they are unlikely to be as successful as they could be.
Against these three themes I'll present and discuss a 6 point checklist that will help the new leader develop a 30 day plan:
1. Business objectives and environment – assess whether the team is doing productive work that aligns with the business needs.
2. Team – build a highly engaged, resilient team that understand their contribution to the larger business outcomes
3. Metrics –continually visualise progress against your goals
4. Stakeholders – build a strong relationship, and clear lines of communication
5. Continual improvement – no team should stand still and no team has reached perfection, so continuously analyse performance and focus on getting better.
6. Budget – understand the financial commitment to help plan activities and team dynamics
The aim of the talk is to be educational, offering up a set of ideas, supported with real-world examples, that the attendees can adopt in their own organisations, to help them and their teams become more successful.
The document discusses a story about an ice cream manufacturing company called Dairy Cream that was struggling due to lack of sales. The plant manager Peter reaches out to his friend Mike for help. Mike guides Peter on implementing quality strategies using the LEO concept to turn the company around. It emphasizes that quality should be the focus in all aspects of work and life. It can be achieved through listening to customers, teamwork, continuous improvement and striving for perfection rather than just doing one's best. This will help satisfy customers and ensure the long term success of the business.
An Outcome Measurement Model: Is your Agile Adoption Moving the Needle?Cprime
Michael S. McCalla presents an outcome measurement model for assessing agile adoption. The model focuses on measuring strategic objectives and tactical goals at the enterprise, unit, program, team and individual levels. Self-assessments are an important part of the model to gather feedback on agile practices and identify areas for improvement. The desired outcome of agile adoption should be clear and measurable. Both leading and lagging metrics should be tracked to evaluate progress towards outcomes. The model is demonstrated through a case study of a financial services company aiming to improve customer satisfaction through agile.
Lean and the Corporate Agenda with Guest Jacob StollerTKMG, Inc.
This document discusses how corporate agendas can stifle lean thinking and provides examples of lean leaders who changed corporate agendas. It explores the basic language of corporate agendas and six schools of thinking that hinder lean, such as short-term focus, either/or thinking, and disrespect for production staff. Case studies of lean leaders like Art Byrne and Dr. John Toussaint demonstrate how changing metrics and empowering staff can improve both profits and outcomes. The document advocates studying lean management systems and getting involved in discussions to help shift corporate priorities towards lean.
Mastering the Huddle Office of Lean TransformationAmanda Gilmore
This document provides guidance on conducting effective huddles using visual management tools. It discusses:
1) The purpose of huddles is to allow effective communication throughout a department and engage staff while reducing lengthy meetings. Huddles should occur weekly for 30 minutes in the same place where work takes place.
2) A standard huddle agenda includes sharing good news, reviewing metrics and goals with a data leader, discussing roadblocks, and brief housekeeping. The facilitator ensures participation and accountability.
3) Visual boards are used to depict goals, metrics, projects and ideas to show if progress is being made. They provide transparency and direct leaders to areas needing support.
4) Preparation, celebration
The document provides an overview of a training course for the Service Excellence Program, outlining objectives to help participants understand how to apply problem-solving tools to improve processes using Lean Six Sigma methodologies and recognizing how the culture of Ventura County is evolving. The training will involve exercises and simulations to give hands-on experience applying concepts taught in the course.
As the pace of change continues to increase, implementing strategy and changing direction is still a major hurdle for most organizations. Companies now need to be able to focus, align and engage their people around dynamic and measurable outcomes - becoming more agile and flexible in their outputs and process while helping people understand how they connect with and impact their companies future success.
In this presentation, Carlos Oliveira will be presenting Objectives and Key Results, a simple goal setting framework popularized by Google and used by leadership teams across Silicon Valley.
A short overview of Wow Now why, expertise, what (services & frameworks), how (4 steps methodology from grounded to blossoming); includes link to our CEXP & NPS Ebook and testimonials from our clients
This is the slide deck from our first webinar - Kick start your Net Promoter System®. The webinar is available for offline viewing, please contact us to get access to it for FREE!
A3 Management: Effective Problem Solving via PDSATKMG, Inc.
Recorded webinar: http://slidesha.re/1kwmhx4
Subscribe: http://ksmartin.com/subscribe
For more information, see Chapter 4 of the Shingo Research Award winning The Outstanding Organization: http://bit.ly/TOObk
A3 management is a fundamental Lean management practice for making effective improvement, solving problems, developing people, and building a learning organization.
While this disciplined approach generates more effective and sustainable results than traditional problem solving, it’s arguably the process of developing skilled coaches that carries the greatest organizational benefits -- including the cultural shifts needed to accelerate transformation.
With practice, the organization becomes more responsive, focused, and effective in delivering value to its customers and attracting and retaining talent.
In this webinar, you will learn:
• The mechanics of using PDSA (plan-do-study-adjust) for solving problems.
• The vital role coaching plays in building organization-wide problem solving capabilities.
• How to break the “telling” habit that disrespects a worker’s creative potential.
• How to systematically build coaching capabilities to accelerate learning.
The document provides an introduction to an employee survey services company. It discusses their syndicated and ad-hoc survey services covering topics like employee satisfaction, engagement, and culture. It describes their qualitative and quantitative research approaches using in-depth interviews, focus groups, and paper/online questionnaires. Key aspects assessed in surveys include collaboration, commitment, leadership, workload, and more. The company partners throughout the entire survey process, from design to analysis and reporting. They ensure data privacy and follow industry research standards.
Introduction to OKR - Objectives and Key ResultsWeekdone.com
Do you know what’s the one thing in common in Google, Linkedin, Intel, Zynga, Oracle, Twitter and Sears?
What’s behind the success of aligning their people and teams to work as one towards set goals?
It’s the magical acronym OKR – Objectives and Key Results. All of them use it and love it. Today we’re introducing OKR support also in Weekdone team collaboration software.
What are the differences between KPI and OKR frameworks?
OKRs identifies the main objective as well as the key results — the framework and the way to get there. To achieve the objectives identified with OKR, teams must establish measurable actions to take in order to achieve high-level goals. OKRs are often highly ambitious and are designed to align and push the company into full-gear as a cohesive unit, but also give individual contributors autonomy, which encourages innovation on the road to goal achievement.
OKR & Business Objectives - Agile Evangelists Webinar talk April 2020Michelangelo Canonico
This document provides a light-weight overview of OKRs (Objectives and Key Results), including a brief history and comparison to MBOs. It emphasizes that objectives should be inspirational goals and key results should specify how objectives will be accomplished. An example template is given of "I will [objective] as measured by [key result 1], [key result 2], etc.". The document cautions that objectives should not be quantifiable goals on their own and should have logical connections to higher-level visions and strategies.
Customer Satisfaction measurements - SEE 2016, DenmarkTOPdesk
This document discusses approaches to measuring customer satisfaction internally, including focus groups, periodic surveys, and continuous feedback. It describes the goals of gaining insight into performance and customers' service experiences. Periodic surveys measure satisfaction with reliability, responsiveness, assurance, empathy, and tangibles on an annual basis. Continuous measurement collects immediate feedback on customer effort after specific services. Results are used to communicate areas for quick wins and formulate complex changes to improve customer satisfaction over time.
Presenting this set of slides with name - Change Readiness Assessment Powerpoint Presentation Slides. We bring to you to the point topic specific slides with apt research and understanding. Putting forth our PPT deck comprises of twentysix slides. Our tailor made Change Readiness Assessment Powerpoint Presentation Slides editable presentation deck assists planners to segment and expound the topic with brevity. The advantageous slides on Change Readiness Assessment Powerpoint Presentation Slides is braced with multiple charts and graphs, overviews, analysis templates agenda slides etc. to help boost important aspects of your presentation. Highlight all sorts of related usable templates for important considerations. Our deck finds applicability amongst all kinds of professionals, managers, individuals, temporary permanent teams involved in any company organization from any field.
Recorded webinar: http://slidesha.re/1tGIZaH
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://bit.ly/TOObk
Effective problem solving is not an innate skill that most people are born with.
Even for those few few lucky ones who are born with natural problem-solving talent, it is often drummed out of them by parents, teachers, and bosses. And those whose academic preparation would lead you to believe that they're highly skilled in this area (such as engineers and physicians) regularly fall prey to sloppy problem solving.
The good news is that effective problem solving is a skill that can be developed. Everyone can learn to solve problems effectively given the will and ample practice with a skilled coach/teacher.
This webinar focuses on the P (plan) phase of the PDSA/PDCA cycle (plan-do-study-adjust), which is the most difficult phase of scientific problem solving for people to master. Topics include:
• Setting a target condition
• Problem clarification
• Scoping and qualifying the problem
• Root cause analysis
Watch this lively discussion and learn the important first steps for closing the gap between where you are and where you'd like or need to be.
As preparation for the webinar, you may want to read the Discipline chapter in Karen's Shingo Award-winning book, The Outstanding Organization. www.ksmartin.com/TOO
Construct the structure for your business change management with our exclusive presentation design named as change management framework PowerPoint presentation slides. This PPT image will help in defining your change management strategy which will be used by your business teams to develop your business model as per your business change management approach. Further enhance the value of change by building the change plans for the organization with this CM framework presentation layout which helps in depicting your idea toward your potential audiences. In addition to the above objective, this PPT slide image will also help you to describe the various benefits arises to the management through the concept such as how it will help in increasing your business market share, competitive edge, how to effectively utilize the business resources and many more. So, download this change management ppt template to create an exceptional presentation for your management and audiences. Enthrall folks with accounts of courage with our Change Management Framework PowerPoint Presentation Slides. Inspire them to be heroic.
Recorded webinar: http://slidesha.re/1bmPjur
Subscribe: http://www.ksmartin.com/subscribe
Karen's books: http://www.ksmartin.com/books
Plan-Do-Study-Adjust is more than a tool to generate results for the current project at hand. It's a problem-solving approach that teaches people how to THINK methodically, generating long-lasting, culture-shifting benefits.
In this webinar, you'll learn the specific steps (many of which are often forgotten) that must be taken to successfully use the PDSA cycle to solve problems, and design new processes and products.
LAST Conference - The Mickey Mouse model of leadership for software delivery ...Nish Mahanty
Leading an agile team can be rewarding and also challenging. It is an opportunity to apply your leadership and vision, and to introduce those the ideas and behaviours that are important to you. One of the main benefits is the opportunity to grow and develop the careers of your teams, and to have an impact wider than your own individual technical skills.
It is also a challenge. Often the skills that got you the promotion, or new job, aren't the ones you need to be successful in the new role. If you are inheriting an existing team, they usually have work in-flight so it’s important to be up to speed with what the team is doing, and whether they are on track for meeting their (now your) objectives. Every team, company, and situation is different, with unique challenges so it is important that you quickly identify where to focus your energies.
I'll outline a framework (with themes and a checklist) for assessing the situation, and constructing a 30 day plan to set yourself, and the team, up for success:
Theme 1: Build the things right (The technical aspects of delivering quality solutions)
Theme 2. Build the right thing (validating the planned deliverables against the desired business outcomes)
Theme 3. Build the right Team (building a resilient, highly engaged, highly skilled team, who work well together and who can efficiently adjust to unforseen changes, whilst still delivering the outcomes)
I believe that a successful agile team achieves a conscious balance between these themes. If they aren't focussed on all three, then they are unlikely to be as successful as they could be.
Against these three themes I'll present and discuss a 6 point checklist that will help the new leader develop a 30 day plan:
1. Business objectives and environment – assess whether the team is doing productive work that aligns with the business needs.
2. Team – build a highly engaged, resilient team that understand their contribution to the larger business outcomes
3. Metrics –continually visualise progress against your goals
4. Stakeholders – build a strong relationship, and clear lines of communication
5. Continual improvement – no team should stand still and no team has reached perfection, so continuously analyse performance and focus on getting better.
6. Budget – understand the financial commitment to help plan activities and team dynamics
The aim of the talk is to be educational, offering up a set of ideas, supported with real-world examples, that the attendees can adopt in their own organisations, to help them and their teams become more successful.
The document discusses a story about an ice cream manufacturing company called Dairy Cream that was struggling due to lack of sales. The plant manager Peter reaches out to his friend Mike for help. Mike guides Peter on implementing quality strategies using the LEO concept to turn the company around. It emphasizes that quality should be the focus in all aspects of work and life. It can be achieved through listening to customers, teamwork, continuous improvement and striving for perfection rather than just doing one's best. This will help satisfy customers and ensure the long term success of the business.
An Outcome Measurement Model: Is your Agile Adoption Moving the Needle?Cprime
Michael S. McCalla presents an outcome measurement model for assessing agile adoption. The model focuses on measuring strategic objectives and tactical goals at the enterprise, unit, program, team and individual levels. Self-assessments are an important part of the model to gather feedback on agile practices and identify areas for improvement. The desired outcome of agile adoption should be clear and measurable. Both leading and lagging metrics should be tracked to evaluate progress towards outcomes. The model is demonstrated through a case study of a financial services company aiming to improve customer satisfaction through agile.
Lean and the Corporate Agenda with Guest Jacob StollerTKMG, Inc.
This document discusses how corporate agendas can stifle lean thinking and provides examples of lean leaders who changed corporate agendas. It explores the basic language of corporate agendas and six schools of thinking that hinder lean, such as short-term focus, either/or thinking, and disrespect for production staff. Case studies of lean leaders like Art Byrne and Dr. John Toussaint demonstrate how changing metrics and empowering staff can improve both profits and outcomes. The document advocates studying lean management systems and getting involved in discussions to help shift corporate priorities towards lean.
Mastering the Huddle Office of Lean TransformationAmanda Gilmore
This document provides guidance on conducting effective huddles using visual management tools. It discusses:
1) The purpose of huddles is to allow effective communication throughout a department and engage staff while reducing lengthy meetings. Huddles should occur weekly for 30 minutes in the same place where work takes place.
2) A standard huddle agenda includes sharing good news, reviewing metrics and goals with a data leader, discussing roadblocks, and brief housekeeping. The facilitator ensures participation and accountability.
3) Visual boards are used to depict goals, metrics, projects and ideas to show if progress is being made. They provide transparency and direct leaders to areas needing support.
4) Preparation, celebration
The document provides an overview of a training course for the Service Excellence Program, outlining objectives to help participants understand how to apply problem-solving tools to improve processes using Lean Six Sigma methodologies and recognizing how the culture of Ventura County is evolving. The training will involve exercises and simulations to give hands-on experience applying concepts taught in the course.
As the pace of change continues to increase, implementing strategy and changing direction is still a major hurdle for most organizations. Companies now need to be able to focus, align and engage their people around dynamic and measurable outcomes - becoming more agile and flexible in their outputs and process while helping people understand how they connect with and impact their companies future success.
In this presentation, Carlos Oliveira will be presenting Objectives and Key Results, a simple goal setting framework popularized by Google and used by leadership teams across Silicon Valley.
A short overview of Wow Now why, expertise, what (services & frameworks), how (4 steps methodology from grounded to blossoming); includes link to our CEXP & NPS Ebook and testimonials from our clients
This is the slide deck from our first webinar - Kick start your Net Promoter System®. The webinar is available for offline viewing, please contact us to get access to it for FREE!
This document discusses how companies can improve their customer experience and sales processes. It introduces the Sellers' Compass, a framework that maps the customer journey from the buyer's perspective. The framework identifies common points where sellers disrupt the customer experience. It also provides services to fix issues, learn about customers, align processes to customers, and innovate experiences. Case studies show the framework helped companies increase revenues and marketing ROI by better understanding customers.
How Enterprise SaaS Companies Justify Investment in Customer SuccessGainsight
The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success.
This presentation - How Enterprise SaaS Companies Justify Investment in Customer Success - is from Pulse 2014, the biggest Customer Success industry event ever and included panelists from Bazaarvoice, ToutApp, Enviance, LinkedIn
Consult Australia Tasmania Seminar - Proactive Business DevelopmentSarah Edson
Proactive business development tips and techniques for consultants to deliver more work!
Are your business development practices the right ones?
This session will help you win more business, differentiate yourself from your competitors and help you build your consulting practice. Presenter Kym Williams will work through how to build your pipeline, increase repeat work and referral opportunities and also take you through the meetings and structures you need to proactively put in place to engage your entire team around business development.
The presentation will:
· Work through how to build your pipeline, increase repeat work and referral opportunities
· Take you through the meetings and structures you need to proactively put in place to engage your entire team around business development.
Empired Convergence 2017 - Transforming you customer experienceEmpired
This document discusses transforming customer experience through digital transformation. It notes that while 84% of companies see digital transformation as important, only 3% have fully implemented it. The document then covers researching customer experience, what customer experience entails, developing a customer experience strategy in a digital world. It proposes a four step process: discover through research, ideate new experiences, create prototypes, deliver and evolve experiences. Finally, it notes that exceptional customer experiences can increase company revenues and brand loyalty while poor experiences can be costly.
At Achieve Performance, We help you maximize the productivity of your human resources – the people who carry the real responsibility for your company’s reputation, relationships and performance.
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This document provides tips for creating an effective employment brand. It discusses that an employment brand shapes how candidates view an organization and helps communicate its culture and values. It emphasizes gathering insights from stakeholders to understand the organization's mission, vision, and personality in order to attract and retain top talent. The document outlines the key elements involved in developing an employment brand strategy, activating the brand through various touchpoints, and measuring its effectiveness.
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The document provides information about the Asia's Customer Festival 2015 conference that will take place from 6-7 October 2015 in Singapore. The conference will focus on providing practical strategies and case studies to help companies win, retain and engage customers. It will discuss topics such as delivering excellent customer experiences, using data to build customer loyalty, and creating personalized customer engagement strategies. The agenda involves keynote speeches, case study presentations, and roundtable discussions. The event aims to equip attendees with actionable strategies to improve their customer management approaches.
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The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
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Natisha Miller-Kling is presenting her 60-day plan to become the next sales inbound manager. Her plan focuses on learning about the company's products, agents, and strategic goals in the first 30 days. In the second 30 days, she will implement metrics like sales, cancellations, and NPS to track performance and provide agents with training. Her goals for 2014 include increasing ARPU, revenue, NPS, and units sold while lowering cancellations. She believes focusing on these metrics as both an agent-facing and management-facing manager will help drive the business forward.
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2. About the presenters
With his experience in designing and implementing
NPS® programs in some of the major brands in Europe
and North America, Vivek can help you in managing the
risks and rewards of implementing NPS®
Vivek Jaiswal
MBA in Strategy from RSM, Rotterdam
Ex-CustomerGauge, Ex-Philips, Ex-TCS
Loves tech and getting up before the sun rises
Kushal Dev
MBA in Marketing from IIT, Mumbai
Ex-Wipro, Ex-Tata
Loves sales and beer
Kushal is a serial entrepreneur and a seasoned
business leader with experience in deploying
customer-centric growth strategies for several
organizations around the world. A champion in sales
and marketing who can also help you with change
management while implementing NPS®.
3. A word about Customer Guru
Brands who’re working with Customer Guru
Customer Guru is a boutique consulting
firm that helps its clients become
customer centric. Some of its services
include:
• Implementing NPS
• Supporting change management
• Setting up the right team structure and
processes
• Designing and rolling out Voice of
Customer (VoC) programs
• Implementing leading customer feedback
management tools
Omoto
Promotional message
Ask us about Omoto:
Customer Guru’s very own
NPS Solution!
Simple. Fun. Insightful.
4. What will we cover?
This webinar is all about how to use the Net
Promoter System® data after collection. We will
cover:
1. Using NPS® data for Account Management
2. How marketeers can turn NPS® data into
GOLD!
3. Use NPS® for Employee Engagement;
4. Do’s and Don’ts of NPS® Feedback
5. Concluding remarks
6. QnA
Webinar time: 30 mins. (including 5 mins at the end
for QnA)
5. NPS for Account Management
Loyalty
High
High
Low
Low
Value
Are these your
ideal customers?
Improve their
experience and
retain them!
Should you sell
more to them and
ask for reference!
Should you get
such customers
in future?
12
43
6. NPS – Marketeers GOLD
What is plan of Action for
• Promoters – Reviews and testimonials
• Passives – Improve engagement
• Detractors – Let’s get creative
63% of customers are more likely
to make a purchase from a site
which has user reviews.
- iPerceptions
8. NPS for Employee Engagement
Higher Efficiency | Lower Attrition | Positive Word Of Mouth
Engaged Employees = Happy Employees
Happy Employees = Happy Customers
• NPS helps you move away from long boring surveys
• Continuous listening at Multiple touchpoints
• Hiring, On-boarding, Projects, Client
assignments, Exit
• Correlate NPS to metrics based on employee journey
• Managers, Projects, Employee engagement
initiatives
9. Do’s and Dont’s of NPS® Feedback
Do’s
• Drive it from the C-Suite
• Close the loop
• Be courteous and interesting
• Share NPS feedback across the organisation
Don’ts
• Don’t rush to make it a KPI
• Don’t worry about cultural bias
• Don’t get fixed on the score
• Don’t incentivize customers for a feedback
10. Conclusion
NPS data is invaluable. It can help you drive business
growth and derive insights on managing your customer
and employee expectations.
Applied effectively it can be your key to Profitable,
Sustainable and Organic growth
12. We’d love to tell you more!
Reach out to us if you’d like to kick start NPS in your company.
Vivek Jaiswal
CEO & Co-founder
+91 77618 44042
vivek@customerguru.in
Kushal Dev
COO & Co-founder
+91 77810 11224
kushal@customerguru.in