David Seacombe (Page 3)

Who are your Customers?

Who are your Customers?

A truly customer-centric organisation knows their customer segments. Some organisations are service-oriented rather than sales-led, or have a variety of customers, but nevertheless each needs to understand its customers’ personas and clearly communicate the Why, and the value it gives each group.

What are your Product Benefits?

What are your Product Benefits?

It is a fundamental rule of marketing and sales that customers are typically more interested in benefits as opposed to the technical details or features of your product. You need to understand the benefits of your products.

A Product-Aware Organisational Structure

A Product-Aware Organisational Structure

We believe that time-honoured organisational structures and funding methods are no longer relevant. In order to create a customer-centric business it's time to pivot the organisation and place Enterprise Architecture, Product Management and Engineering at the heart of the company.

Enterprise Architecture

Enterprise Architecture

Companies undergoing digital transformations will continue to build new systems. The whole approach should be architected to provide a clear view of strategic intent, future operational efficiencies and cost-effective IT, avoiding loss of control, excessive complexity or unchecked cost.

Product Management

Product Management

Product Management is an function that guides every step of a product’s lifecycle, from proposal, to positioning and pricing - focusing on customers, what attracts them to the product, and how value will be generated.

Engineering

Engineering

The term ‘engineering’ may describe our understanding of the world and ability to invent, design, and build things to solve problems and achieve practical goals. In our world we use engineering teams to create products, built within an enterprise architecture.

Products, Architecture & Value

Products, Architecture & Value

Driven by innovation, competition and/or acquisition, the design of products has become more complicated and they are introduced to the market at a quicker pace. We need to ensure that our products are properly architected and we need to stay focused on the value that they deliver to our customers.

Organisational culture: shifting gears to accelerate change

Organisational culture: shifting gears to accelerate change

Organisations must pivot to respond to significant trading uncertainty. Their ability to pivot may be compromised by a lack of readiness in the change team and unhelpful behaviours amongst the staff. We discuss what must change.

The Three Laws

The Three Laws

Building a customer-centric digital organisation that is focused on delivering value to your customers needs new and agile ways of working. Let's explore the Three Laws.