Certified Process Professional Masters (CPP-Master) Program
Orlando USA March 16-20, Denver USA March 23-27, Dubai UAE Apr 12-16http://www.bpgroup.org/book-class.html
An internationally recognized program with proven track record delivered by been there and done it coaches more than 130 times, in 52 cities with delegates from 105 countries. The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown – simultaneously reduce costs, grow revenues and enhance service. Producing Immediate and sustainable business results across any industry and sector.
Become a qualified CPP-Master and demonstrate your professionalismhttp://www.bpgroup.org/book-class.html
Certified Process Professional Masters (CPP-Master) Program
Orlando USA March 16-20, Denver USA March 23-27, Dubai UAE Apr 12-16http://www.bpgroup.org/book-class.html
An internationally recognized program with proven track record delivered by been there and done it coaches more than 130 times, in 52 cities with delegates from 105 countries. The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown – simultaneously reduce costs, grow revenues and enhance service. Producing Immediate and sustainable business results across any industry and sector.
Become a qualified CPP-Master and demonstrate your professionalismhttp://www.bpgroup.org/book-class.html
Managing customer expectations and creating the experience to deliver it makes good sense.
Why is it then almost an after-thought for most large corporates? At best it seems happen chance. The way to success is to put the effort into creating successful customer outcomes (SCO) and then managing customers expectations to them.
An internationally recognised program with proven track record delivered by been there and done it coaches more than 130 times, in 52 cities with delegates from 105 countries. The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown – simultaneously reduce costs, grow revenues and enhance service. Producing Immediate and sustainable business results across any industry and sector.
Become a qualified CPP-Master and demonstrate your professionalism.
What happens in Vegas stays in Vegas?! Well I certainly hope not as we host a 3 hour workshop on 29 Sep at Caesars Palace at the The Business Performance Excellence Summit. Attendees will potentially have their opinion and practice of process changed forever with hands-on insights, tools and techniques. I will be sharing some of the content from my upcoming book “High Performance Organizations” and providing 10+ Gb of information as takeaways.
Join me and the team from IQPC to see what will happen in Vegas. Here’s the skinny of the workshop with links: Workshop link | Conference link Classically process activity has focused on improving productivity, efficiency and effectiveness. Methods and approaches have evolved over decades to help organizations streamline, remove waste and standardize processes to great effect. In fact the American economic success story can be attributed to these fine efforts from global companies. However times have changed and we must change with them.
This session will discuss and review some of the ‘new’ approaches and techniques developed in 21st century leading companies from diverse sectors such as aviation, pharmaceutical, retail fashion, technology and banking. We will look at the common ingredients of their success and how using the power of process linked with customer centric strategy and operations produces a winning and sustainable formula suited to the challenges of today and tomorrow.
Delegates will go away with: • Overview of the ‘new’ methods and approaches • Three proven techniques to provide immediate cost reductions, revenue improvements and customer satisfaction improvements • The 101 Guide to linking process to successful customer outcomes • In addition delegates will gain access to (a) quick guides, (b) videos, (c) case studies and (d) work sheets for immediate use • Copy of Steve Towers latest book, The High Performance Organization
When the Upside is greater than the pain of adopting something new, a new approach can breakthrough. If however the upside is not sufficient, then the status quo will remain.
So if you don’t want change personally or in your organization keep doing what you have always done. That way you will get what you have always got.
On the other hand if change is necessary you need to demonstrate a significant upside, whether that is in terms of cost reduction, revenue improvement, service enhancement and better compliance – that is the triple crown plus.
Ideally the approach you adopt will give you the capability to deliver all triple crown benefits simultaneously and in a truly sustainable, repeatable pattern.
With just a few days to go Australia is gearing up for the Annual Process Excellence conference in Sydney. Along side the unique and exclusive case studies there is networking and exchanging of stories covering process, performance, customer experience management and the digital customer.
In addition to the networking and learning there is also the Annual Awards process. The categories are extensive including:
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·Best Improvement Deployment Project – Large Organisation Award
·Best Deployment Leader Of The Year Award
·Best Customer-Experience Improvement Initiative Of The Year Award
·Business Transformation CEO of the Year
·Young Business Improvement Practitioner of the Year
In 2014 I had the pleasure of presenting Dr. Morgan Jones (Executive
Manager at Commonwealth Bank) with the Award for Biggest Contribution to Business Improvement Industry in Australasia, and Business Improvement Manager of the Year. Morgan has also been acknowledged in 2013 with fellowship in the Institute of Mechanical Engineers to reinforce his standing in both Australia and on the world stage.
Join Morgan and other leading process professionals at this years 10th Process Excellence event: http://bit.ly/PEX_Sydney
If you are a Certified Process Professional this is the place to monitor the updates of all things customer experience and process related to your profession. http://cpp.tweetwally.com/projection
We feature #certifiedprocessprofessional via @stowers and @jdodkins
BP Groups 22nd annual Survey and new materials exercise underway. Provide your feedback by answering just 7 questions and get access to the very latest materials.
The CEMMethod ™ has just completed into version 8 and has significantly more hand holding than before. We have incorporated the latest thinking and ‘next’ practice so its bang upto the minute for new and veteran practitioners.
Stop making dumb things happen faster for less money!
A lot of companies pay lip service to customer-centricity, write contributors Steve Towers and James Dodkins, but not many “walk the talk”. Here are 10 differences between inside-out and outside-in companies.
There is a lot of talk today, more than ever, about customer centricity, client focus, customer experience strategy and Outside-In. Many organizations have adopted aspects of these disciplines and where many have achieved monumental success others have fallen by the wayside. Why is this? The problem is perception.
Is your company just paying lip service to customers?
Countless organizations have said all the right things to make the workforce believe that they are becoming a customer-focused organization and then doing the complete opposite.
The effect of this is rising costs, shrinking revenues and ever lowering customer satisfaction.
The problem with this is that there is now a collective of organizations that have a “customer centricity doesn’t work” mentality. It’s like putting a rain hat in your pocket, going out into a storm, getting wet hair, then swearing the hat is useless. Just having the Outside-In customer centricity ideals is not enough; you have to use them in the right way.
So, how do you know if you work in an Outside-In organization or an Inside-Out organization wearing an Outside-In mask?
Table 1: Inside-Out or Outside-In?
Inside Out – attending to tasks and activities
Outside In – aligning to Successful Customer Outcomes (SCO’s)
Doing things right
Doing the Right things AND doing things right
1
Pyramidal management knows best
Context and customer defined
2
Business as a factory (left to right)
Customer Oriented Architectures
3
Benchmarking competitors
Determine customer needs and trends
4
Customer feedback retrospective
Customer needs designed and delivered
5
Process Improvement and optimization
Customer Experience innovation
6
DMAIC/SIPOC/DFSS/Lean
CEMMethod/4D’s
7
Improving efficiencies
Developing value for the customer
8
Model and method oriented
Customer journey and experience focus
9
Top down business architectures
Customer centric frameworks (context sensitive)
10
Remuneration for tasks completed
Rewards based on delivery of SCO’s
Let’s review the not so subtle differences
#1: Pyramidal management
Does your CEO really know the most about your organization? Can your CEO really relate to customers? Let’s face it, your CEO probably hasn’t spoken to a customer in years (if ever) so, why are they best qualified to determine how your organization is run? Maybe they aren’t…
#2: Business managed as a factory (left to right)
What percent of the work within your organization is manufacturing? What if you don’t manufacture anything? Then why does everything within your organization look like a factory?
We can’t meet the future with an industrial age mindset… join the rest of us in the 21st century.
#3: Benchmarking competitors
If you benchmark against other competitors you will, at best, only ever be as good as them, no better, most of the time worse and you will always be one step behind the trend.
Are you still managing a business that you think looks like this?
Rather than focusing on what your competitors are doing, focus on what the real need of the customer is and deliver that, innovate the customer experience, there is no easier way to become a market leader…let your competitors benchmark you.
#4: Retrospective customer feedback
Asking customers “how did we do” is stupid, asking customers “how did we do” 3 weeks after it happened is even more stupid, allowing customer to self-select for a survey to tell you how you did 3 weeks after is happened is even more stupid than that.
If you want to get totally non-representative, inaccurate, and relatively useless data on how some customers may have felt you performed at some point then the traditional methods are fine (NPS, CSi, etc).
To measure a customer experience properly and objectively you need to first know what makes a great customer experience and measure if you are doing those things, we need to get scientific about the customer experience (CXRating).
If you are still in the land of subjective, self-selecting, retrospective feedback, chances are you have no idea just how well, or poorly, you are performing…even if you think you do.
#5: Focus only on process improvement and optimization
Taking what you are already doing and making it happen in a shorter time frame, more efficiently or for less operating cost is not good enough any more. If you are doing dumb things all you are doing is making dumb things happen faster for less money.
You should focus on innovating the customer experience. Any work within your organization is caused by a customer interaction somewhere down the line. If you engineer and innovate at the causal level, you will make the customer experience better and eliminate swathes of pointless dumb work that you are wasting time on every single day…simple really isn’t it?
#6: Trying to use DMAIC/SIPOC/DFSS/Lean to optimize the customer experience
If you are using process improvement methodologies that were created to optimize manufacturing processes to optimize the customer experience then you will find yourself in a mess.
Use a 21st century methodology like the CEMMethod that was designed for this day and age to really turbo charge your customer experience efforts. Have you ever heard the phrase “trying to fit a square peg into a round hole”? Methodologies like Lean and Six Sigma were great at what they were created to do, but they were not created to improve customer experience… and therefore won’t.
#7: Improving efficiencies for internal customers only
Trying to make things more efficient for yourselves inside your organization – more often than not – will actually make things worse for the customer. Don’t just perpetuate the Inside-Out mindset. You need to make sure that everything you are doing is actually creating value for customers. Don’t focus on internal customers, focus on real customers… they pay your wages.
#8: Model and method oriented
Don’t get shackled by the oppression of the models and methods that ‘the man’ has said you should use. You shouldn’t focus on trying to implement a model or method you should be focused on how to make the customer experience better… whatever it takes.
#9: Top down business architectures
Do you work in an environment when the person above you tells you what to do and you tell the people below you what to do? If your whole working life is focused on trying to make your boss happy what aren’t you focusing on?
That’s right, the customer.
As soon as we enter a habitat like this we make a habit out of ignoring what’s right for the customer over what is perceived to be right for the organization. I’m not saying you’ll be able to change this overnight, I’m just saying it’s wrong and will eventually lead to your organizations downfall… don’t get left behind.
#10: Remuneration for tasks completed
If you pay people for doing stupid things, they get very good at doing them. Traditionally, you will get paid for completing tasks and activities, filling in forms, processing invoices, taking calls etc.
If everyone (and I mean EVERYONE) was paid for delivering customer success just imagine how different your working environment would be. Empowering workers to be able to do whatever it takes to deliver customer success is the polar opposite of workers having to complete X number of forms in a day… this is maybe the biggest game changer of them all.
Webinar Foundations of Customer Centricity (45 mins)
