It goes without saying: changes in the organization are intended to improve customer experience. For sure you have experienced it many times yourself: not a single organizational or IT change has ever been envisioned without measuring its effect on customer conduct and perceived value… Joke.
So, each time a change investment is planned in your organization, who measures its effect on customer experience and checks ROI? This is where you need to link organizational change scenarios to a measurable customer experience-related consequence. Somehow. And now you see me coming: how to select only those organization and process-related changes that will improve customer experience?
I’m not the only one to wonder. So does Aragon’s VP of Research and Aragon Fellow, Jim Sinur, worldwide renowned process innovation guru. One of Jim’s most challenging 2018 prediction is that “By year end 2019, processes will be dynamically aligned to customer journeys, personas, and customizations”.
From customer facing processes to journey maps “moments of truth”
Each touchpoint within the workflow of a customer journey requires the right resources to properly complete, including business processes. Hence a poorly designed process can get customers to turn to competition on what becomes a “moment of truth”. You need to locate such impacts with links between processes and touchpoints.
➨ 1. Smart process analysis reduces risks inherent to moments of truth
UX and Service designers cannot go anywhere without process maps
When rethinking a product or service offering through the digital lens, Service and UX designers need to understand where they start from, to choose the best options to go digital. Having mapped existing processes greatly helps avoid the blank page and understand which processes are a safe springboard into a digital customer experience.
➨ 2. Process maps help more quickly articulate a digital offering
Choosing between continuity or disruption to jump into digital
Successful digital transformation in highly competitive markets is more likely to be disruptive: newborn, agile competitors build a digital offering in a matter of months – e.g. Qonto or open banking – and go to market much quicker. To do the same, existing market players need to understand who does what to minimize disruption effects. Using process maps from a participant viewpoint helps understand each one’s tasks across all processes and reorganize more safely in disruptive environments.
➨ 3. Process maps greatly help for digital skills transition management
“Net-Net”: should you regard customer experience improvement as your compass into digital business, chances are all organization-related changes affect customer conduct and value proposition. With the advent of the digital era, process-related techniques and know-how surely have a new golden age coming now.