Can your enabling functions deliver the experiences your business customers want?

Today’s business customers expect significantly superior experiences: swift, seamless, personalized, and as engaging as the experiences they enjoy as consumers at home.
Right now, however, despite meeting all of their Service Level Agreements (SLAs), most internal enabling functions, be they finance, marketing, procurement, HR or business services in general, still don’t satisfy their customers, and few indeed are driving improved outcomes for the business as a whole. In fact, more than 75 percent of business performance initiatives across a wide range of industries have limited impact on strategic and overall business performance.

With performance pressure onC-suite leaders mounting, that clearly needs to change.
Organizations urgently require both a different mindset anda fresh approach to service design. And a combination of two key, customer-centric methodologies—Design Thinking, and Prime Value Chain analysis (see “The customer’s perspective” for
definitions)—could make the difference. Accenture research shows that organizations using these methodologies have lifted Earningsbefore Interest, Taxes, Depreciation and Amortization (EBITDA) by more than 200 percent, reduced operating costs by as much as 35 percent, and cut time to market for new products by 15 percent.

More organizations could leverage Design Thinking and Prime Value
Chain analysis to drive better customer experiences and enhanced
business outcomes. First, though, they need to recognize the
limitations of traditional approaches to continuous improvement.

My point of view: it’s called insanity when you do things over and over again and expect that the outcomes will be different. But it’s also naive to assume that two tools only will create a sustainable competitive advantage.

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