In the past organizations had figured out that process models created high value for operations and operational improvement. Process models are quite common and beneficial today and will continue to provide value. Over time, organizations realized that process models, in the context of projects, was necessary, but not sufficient. This created the need for architectural models that guided and demonstrated the key interactions in the business, technology and data elements of an organization. Now with the emergence of new digital experience opportunities, the customer journey map is emerging as a key model to increase customer satisfaction and potentially revenue.
Modeling a new customer experience has to have the key participants. This, of course, includes the customer, but it also includes their goals, likes and dislikes. This means that creating a journey, process and architecture that supports all these is crucial. It may mean new kinds of customer data that must be captured and governed in the architecture. All of the products and services have options and limits to consider as a new customer experience is modeled and designed. These limits and customizations around customers have to be matched properly to the organizations’ product and services while preserving governance needs.
The actions that occur between the customers and what an organization offers are key and have to be planned to a good degree. Core navigation maps for customers across organizational offerings will be the minimum of actions that should be modeled. Variations may or may not be modeled as long as these variations do not cross unacceptable boundaries. Organizations must take care to view the models over time and potential business scenarios that might emerge. While the customer is king, governance will always be a factor in creating better experiences and should be designed into the new experience.
While on the surface, a new customer experience is a great thing for all involved, those organizations that plan and model the interactions well will be the benefactors of real design thinking. Modeling is a critical capability for planning organizations. While sand boxing a new experience is helpful and tests opportunities, linking all the moving parts in a set of models is a better practice.
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A great deal of governance is backward looking leveraging reporting after the fact. While this will never go away, there are great ways of speeding up governance that need to be considered. This is especially important with many over and under lapping governance efforts that are happening in organizations today. The major thrust in this post is about how to use process management to plan for, prevent and how to quickly catch violations. There is a continuum of process focused governance approaches that can be used independently or together.
Build Governance into Process with Modeling
Planning a process that will assist in performing governance is an essential key step in moving from reactive governance to proactive governance. One of the best technique to plan a process is to create a process model that reflects the desired business outcomes while preserving governance.
Jump Start Processes with Templates
For organizations that believe in process focused governance, but is under pressure to deliver that governance, using pre-built process models that come as templates is a great way to accelerate a governance effort. Examples include (APQC, SCOR, BIAN, or even SOX and ISO for more specifically governance oriented standards).
Perform Governance in Running Processes
Modeling processes is good, but performing those processes in action makes sure that the execution of governance matches and supports the plan more completely.
Watch Governance with Dash Boards in Real Time
Running process technologies regularly have dash boards that watch processes. Governance programs can take advantage of these dash boards by building in notifications when governance issues may be arising. Sometimes the dashboards can be bought as templates as well.
Adjust Governance Quickly Leveraging Process Agility
Process management is known for quick changes leveraging many forms of low code and no code approaches to making speedy adjustments.
While process can speed up most aspects of governance and turn it from reactive to proactive and responsive, the speed to decide and coordinate governance is still in the critical path. Consider all of the above approaches to speed up governance programs.
For more insight into how MEGA can help streamline governance processes,
Check how our Business Process Analysis solution supports the analysis and design of governance processes
Check what our Governance, Risk & Compliance solutions you need to execute and measure your governance processes efficiency
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It will no longer be optional and organizations had better do a good job of it. The other is building responses to the emerging scenarios as they happen or ahead of time with inflight adjustments.
Business Scenario Planning
Every organization should be building their own strength, weakness, opportunity and threat (SWOT) scenario under the operating plan of business as usual. Triggers for when action is needed should be identified for the steady state business and operating models. From this normal state model cascades vision, mission, strategy and tactics to optimally support the goals implied in these. Ideally plans for deepening business capabilities and generating efforts to bolster the organization advantages and challenges should also be planned and tracked.
Organizations that want – or need – to be ready for deviation from the business as usual can create several new business scenarios and spend time doing “what if “ analysis for each chosen scenario that might be likely, probable and in some cases possible. These scenarios will likely impact resource planning at a deep level.
It would be the judgement of each organization to deal with these potential scenarios as they occur or have a jump start plan on the shelf for each plausible scenario and maybe a few for outliers (aka Black Swans). Either way a capability that could link all of the key components of a response in terms of business architecture, capabilities, resources, operational processes, geographical variations, skills and guiding principles would be of extreme value. If those linked components could be viewed from a number of perspectives such as customer, partner or organizational unit, the benefit would be even greater.
Scenario planning is no longer optional, so organizations are highly encouraged to complete or refresh their plans. The level of planned responses are in the organizations control today, but that may slip from optional to mandatory with the frequency of big change occurring in markets, geographies and regulatory environments. Those organizations who employ methods, techniques and technologies in scenario will far better off under pressure or not.
Discover how HOPEX Business Architecture can help you capture your strategy and plan your business scenarios.
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From the enterprise viewpoint now, the customer experience is really what gives the now commonplace "digital transformation" a concrete and pragmatic baseline for a best to start. The customer experience analysis, particularly when represented using a customer journey map, very simply gives focus to the actual objective of digitization: better know the customers, better personalize products and services offering depending on customer segments and fix issues potentially misaligning offer and demand.
Customer Journeys need to be mapped out from the customers’ perspective, but also where that journey touches your organization is crucial to put your focus on now and in the future. It’s important to define which touch points are more critical and measure the customers’ mood and behavior at those touch points. This means there is probably two views of the journey, external and internal, that need to be analyzed for improvement. It may mean the process needs a fix, but it could also mean that the technical experience in different channels might need a change. It may mean that help is needed if the steps include counter intuitive legacy transactions leveraged in a new context. The factors contributing to an excellent customer experience can be complex, but a visual journey map linked with customer satisfaction monitors for each touch point is a good place to start.
Once primary customer journeys are adjusted to levels that please, there are other journeys that also need your attention. You may want to apply this kind analysis to other constituents such as partners, employees, regulators, channels and up-stream suppliers. Organizations have been lax in keeping people happy and have been pushing standard transactions that get the job done efficiently from only the sponsoring organizations viewpoint. Organizations will now have to deal with effective and pleasing in addition to efficient interactions. This needs to change not only at the customer interaction points, but anywhere constituents or communities interface with your organizations’ ecosystem.
If your organization is not applying journey mapping to customer experiences soon, the pain of customer loss is in your immediate future. The informed organization is getting ahead of this unfavorable outcome today through a better user experience (UX) driven by customer journey mapping. The wise organization is looking beyond just the customer journey to full constituent journeys.
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