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Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture

on KPIs People & culture Next Steps Appendix

Current-state
Where are we today?
Interim-state (2021)
Where will ENTITY get us?
Ambition (2025+)
Where do we want to be? Process & policy
Process & policy

Case studies Example Design choice Example Case studies

To what extent will we enforce customer-facing


policies?
Due to the nature of their Policies are enforced on a
business, health insurance Policies are consistently Nordstrom’s return policy is
case-by-case basis extremely lenient toward
provides must consistently enforced across the depending on the customer accepting returns in order to
enforce policies across
customer base
business Business-first Customer-first situation please the customer

Do we want our policies and processes designed to


manage risk or drive customer satisfaction?
Banks design policies to Policies and processes are
Policies and processes are ENTITY designs company
manage risk and protect designed to enhance the policies across the
themselves from designed to protect the
fraudulent transactions
business from risk customer experience and organization to help drive
customer satisfaction
and customers Manage Risk Drive CSAT drive satisfaction

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Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

How do we manage governance within and across Customer


Governance Services to support collaborative decision-making?
Governance Levels Purpose

Are we doing the right things?


Strategic Bodies:
Prioritization of ENTITY investments for optimal
Set the strategic direction for ENTITY, assess and
outcomes and accountability through structured
ensure the alignment of direction with business
objectives and strategy Strategic decision making and annual planning

Managerial Bodies: Are we doing things the right way?


Focus on setting standards, assuring Efficient execution of ENTITY strategy,
Managerial roadmap and delivery of services
compliance and evaluating services

Operational Bodies: Is ENTITY receiving value from


the investment?
Focus on transition activities and the Operational
delivery of programs, projects and Improving and assessing ENTITY
services at the operational level services provided to customer

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Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Current-state
Where are we today?
Interim-state (2021)
Where will ENTITY get us?
Ambition (2025+)
Where do we want to be? Governance
Governance

Case studies Example Design choice Example Case studies

How will accountability be shared across the


organization? In large oil & gas
In designer fashion Limited to key groups or Shared across the companies, accountability
brands, accountability is
limited and centralized stakeholders to drive organization and flexible is shared and delegated
across many levels of the
to key decision makers efficient processes Centralized Delegated processes are in place organization

How will decisions be made across the organization?


Upper management All employees are included
All employees are
Key decisions are driven encouraged to help
by vision and roadmap drives decision making in management’s decision support decision making
set by leadership and strategic direction of that drives products and
company
Top-down Bottom-up making process services

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Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Across the enterprise, ENTITY works with third-parties to utilize


Partners & suppliers partnerships where appropriate
Corporate brand &
Customers Channels Products & services People & organization Technology & data Process & policy
reputation
potential partnerships
Examples of areas for

• Customer insights and • Channel optimization • Reputation management • Third-party vendors for • Third-party contractors • API gateways • Collections and credit
research • Contact center • Marketing management products & services and contingent workers • Advanced web analytics • Payroll processing
• Customer strategy outsourcing • Lead generation, • Order fulfilment and (e.g. freelancers, • IT services • Process automation
• Customer acquisition (P&S) • Service requests and promotion, campaign management consultants) • Third-party data (on
• General customer inquires scheduling exec. customers, channels,
• Branch locations products, etc)

Claritas Prizm data used to LivePerson powered live External advertising agency Smart thermostats in ENTITY outsources Microsoft office 365 and To make payments,
Examples of partners

drive additional insight from chat functionality utilized supports with creatives and ENTITY’s marketplace application development Power BI support reporting customers often use
customers by customers tracking effectiveness provide additional savings and data center operations and visualization of KPIs ENTITY’s billmatrix service
used today

options for customers to IBM tracked today


Case studies

Works with fortune 100 companies to deliver Partners with companies across industries Works with 90% of Fortune 100 companies Analytics platform used assess existing customer
experimentation and personalization across key to drive brand and CX research aggregate and synthesizes ‘big data’ across data -- driving new KPIs that provide refined insights
channels such as web, mobile, and apps multiple data systems for search and analyzation to support sales, service, compliance and efficiency

Higher potential Lower potential

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Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Current-state
Where are we today?
Interim-state (2021)
Where will ENTITY get us?
Ambition (2025+)
Where do we want to be? Partners & suppliers
Partners & suppliers

Case studies Example Design choice Example Case studies

Should future partnerships drive optimization or


Drive operational efficiencies, enable new capabilities?
Differentiate our
Drive customer reducing costs or Develop new capabilities
acquisition of “new- capabilities and service such as EV charging
move” home services improving functional solutions
Operational Strategic offerings in the market
performance (e.g. Optimize) (e.g. new capabilities)

What part of the business do we want partnerships


to support?
Investments in data Out partnerships interface Partners are directly Business and residential
science and analytics
to enabler smarter
directly with our interfacing with the smart-thermostat
partnerships
energy solutions company internally customer
Non customer-facing Customer-facing

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