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Achieving Achieving Customer (Learner) Customer (Learner) AlignmentAlignment
Dick LeeDick Lee
Principal, High-Yield MethodsPrincipal, High-Yield Methods
Creating alignmentCreating alignment
StrategyCustomer Process Technology
What work must be accomplished
How work must be accomplished
The damage doneThe damage done
Poor customer Poor customer experienceexperienceReduced customer appealReduced customer appealLess repeat businessLess repeat businessCustomer churnCustomer churn
Excess operating Excess operating expenseexpenseInefficient workInefficient workRedundant workRedundant workEmployee churnEmployee churn
Specific to continuing Specific to continuing educationeducation
One-to-many buyer-One-to-many buyer-seller relationshipsseller relationships
Offerings miss the Offerings miss the markmark
Students have to Students have to deal with deal with bureaucracybureaucracy
Nefarious islands of Nefarious islands of informationinformation
Learner experience Learner experience less than it could beless than it could be
We should be highly We should be highly motivated to properly motivated to properly align with our align with our customerscustomers
But that’s hard in the not-But that’s hard in the not-for-profit sectorfor-profit sector
Profit motive missingProfit motive missing Less urgency than in private sectorLess urgency than in private sector Less accountability as wellLess accountability as well Personal fulfillment often prime Personal fulfillment often prime
motivatormotivator Which leads to focus on parochial Which leads to focus on parochial
interestsinterests Which is the death knell for alignmentWhich is the death knell for alignment
And why mess with And why mess with alignment, when we alignment, when we have so many easier have so many easier surrogates?surrogates?
Emotion versus Emotion versus alignmentalignment
Loving up Loving up customerscustomers
Aligning with Aligning with customerscustomers
Customer is always king
Looking for mutuality
Let return to the college take care of itself
Plan to get value back for value delivered
Fulfill even unreasonable requests
Don’t be rigid, but don’t get walked over
To keep learners happy
To build mutual respect
So staff will be happy And both sides will benefit
Three stages of Three stages of “customer alignment”“customer alignment”
I.I. Aligning strategies with Aligning strategies with customer interestscustomer interests
II.II. Aligning business process Aligning business process with customer strategieswith customer strategies
III.III. Aligning enabling Aligning enabling technology with processtechnology with process
I.I. Aligning strategy Aligning strategy with customerswith customers
Bring the customer into the loopBring the customer into the loopResearch (which may be informal)Research (which may be informal)Post-event surveysPost-event surveysLine staff inputLine staff input
Customer-centric planningCustomer-centric planningPlan from the customer perspectivesPlan from the customer perspectivesCreate new customer valueCreate new customer valueThat provides value back to the collegeThat provides value back to the college
Classic examples of Classic examples of customer-strategy customer-strategy misalignmentmisalignment
We have this course. How We have this course. How are we going to sell it?are we going to sell it?
But the instructor wants But the instructor wants to do it his/her wayto do it his/her way
Customers want 1-call Customers want 1-call answers, but each unit answers, but each unit keeps its own datakeeps its own data
Unit A won’t share Unit A won’t share customer namescustomer names
Unit B won’t let anyone Unit B won’t let anyone else talk to its customerselse talk to its customers
II.II. Aligning process Aligning process with strategywith strategy
Freud’s definition of insanity:
Doing the same thing over and Doing the same thing over and over again but expecting a over again but expecting a
different outcomedifferent outcome
Process/strategy Process/strategy misalignmentmisalignment
I want to be nicer, but I have I want to be nicer, but I have to maintain my calls/hourto maintain my calls/hour
We don’t capture learner We don’t capture learner interests, so we can’t interests, so we can’t segment our customerssegment our customers
It takes a week to fulfill It takes a week to fulfill requests because we’re too requests because we’re too busybusy
We’re going to do things our We’re going to do things our way because it works for usway because it works for us
Key conceptKey concept
Workflow = how work Workflow = how work moves: moves: From person to personFrom person to personFunction to functionFunction to functionInternal to external & Internal to external &
backback Information flow = Information flow =
how information how information movesmoves
Individual work Individual work process is a process is a dependent variabledependent variable
How to design well-How to design well-aligned, “variable” aligned, “variable” processprocess
1.1. Form a cross-functional, management/ Form a cross-functional, management/ supervisor process team (with staff supervisor process team (with staff involvement)involvement)
2.2. Start by evaluating “as-is” information Start by evaluating “as-is” information flow (workflow)flow (workflow)
3.3. Redesign workflow/information flow to Redesign workflow/information flow to support strategies (streamlining is support strategies (streamlining is priority #2)priority #2)
4.4. Re-engineer individual work process lastRe-engineer individual work process last
III.III. Aligning technology Aligning technology with processwith process
Technology enables process. Technology enables process.
It does It does notnot guide process guide process
Technology/process Technology/process misalignmentmisalignment
One data element from system A, one One data element from system A, one from system B, one from system C…from system B, one from system C…
Call center has to re-key learner Call center has to re-key learner information for registrationinformation for registration
Managers need frequent reports, have Managers need frequent reports, have to ask IT to run each timeto ask IT to run each time
Paper forms, paper notes, paper Paper forms, paper notes, paper anythinganything
How to align technology How to align technology with process (without with process (without having a “propeller”)having a “propeller”)1.1. Keep the roles straight (business leads)Keep the roles straight (business leads)
2.2. Identify information flow needsIdentify information flow needs
3.3. Identify automation needsIdentify automation needs
4.4. Develop “systems architecture map”Develop “systems architecture map”
5.5. Determine whether you can purchase Determine whether you can purchase new software or need to work with new software or need to work with existingexisting
What’s in it for a CE What’s in it for a CE program?program? RelevanceRelevance GrowthGrowth Recognition by communities servedRecognition by communities served Internal recognitionInternal recognition Highly motivated workforceHighly motivated workforce EfficiencyEfficiency FundingFunding
A few cautionary A few cautionary notes:notes:
Maintain the sequenceMaintain the sequence Think “customer”Think “customer” Treat your unit as a Treat your unit as a
businessbusiness Be flexibleBe flexible Give employees input Give employees input
into changeinto change Train & supportTrain & support Measure outcomesMeasure outcomes
Thank you!Thank you!
Dick LeeDick LeeHigh-Yield MethodsHigh-Yield Methods
651-483-2067 - [email protected] - [email protected]
(free downloads of Hyper-Planning & Visual (free downloads of Hyper-Planning & Visual Workflow white papersWorkflow white papers