This document discusses the importance of customer engagement and keeping pace with customer needs. It emphasizes understanding customers at multiple levels, from the end users to various partners in the value chain. It promotes taking a holistic approach to customer engagement by aligning the entire organization around the shared purpose of enhancing lives. Breaking large goals into smaller, more manageable pieces is recommended to make progress without becoming overwhelmed. Different tools and approaches can be used, but the focus should remain on solving customer problems. Internal customer engagement is also important to help the various groups work together successfully.

1. Keep pace
with
multitudes
of new
platforms
and cloud
services?
Keep
pace with
new
entrants
to
market?
Keep
pace
with the
expectat
ions of
our own
staff?
Keep pace
with
customer
demands
and market
expectation
s?
Keep our
data and
IP safe
whilst
keeping
pace?
Customer engagement –
Dynamic Controls

2. Our start …
Our Purpose …
“… enhance the quality of life
of people with disabilities”
“…. So what is life
currently like for our end
users and the people who
support them?”

3. FMCG
• deep insights, emotional drivers – evolved to empathy
and immersion
Manufacturing / Lean v
• root cause or root needs – 5 Whys
Iteration
• PDCA, Agile
• Blended Approaches

4. • Understanding the customer • Esteem needs
model –
Wheelchair users
Affiliation
Extroverted
Individual
Introverted
Belonging
Light, bright, fun,
carefree, outgoing
Bonders
Stimulation
Alive, dynamic,
potent, inspired
Sensation-ists
Comfort
Safe, secure, at ease,
familiar, included
Cocooners
Autonomy
Independent, self
determining, respected
Libertarians

5. • We get who the User is … who’s the Customer?
Not just the person we sell to, and
not just external, is the whole
internal and external value chain,
lined up.
End User
Clinician
Provider
Brand Owner
OEM
Dynamic
Controls

6. When it’s all aligned, things
really hum and make
sense, but can seem like a
monster task to get there
Don’t have to eat the
elephant, can break it
down

7. • Eating the Elephant
• PDCA, 5 Whys, Agile,
Design Thinking
• Described and developed
• Values, how we work together
• Designed, purposeful, strategic pillar
• Why we come to work, focused on
the customer problem we live to solvePURPOSE
CULTURE
BEHAVIOURS
LEADERSHIP
TOOLS

8. • Eating the Elephant
• Why we come to work,
focused on the customer
problem we live to solve
• Designed, purposeful,
strategic pillar
• Values, how we work together
• Described and developed
• PDCA, 5 Whys, Agile, Design ThinkingPURPOSE
CULTURE
BEHAVIOURS
LEADERSHIP
TOOLS

9. • External – LiNX Platform

10. • “What do we need to do to make you successful?”
• Customer Speed Dating KPIs
• HR
• Sales and Marketing
• Cross functional scrum teams
• Internal

11. Customer Engagement …
• Works best when its cultural and considers the whole
value chain, internal and external – not a quick fix fad
• Everything should be litmus tested against the
Purpose, our customers
• Talk about user stories and needs vs features
• Be prepared to help your value chain users understand
their user experiences vs features
• Learnings