Operational Performance

As soon as each new or revised operational capability comes online, then the senior leadership team will need the right level of support to ensure that daily operations are capable of, and actually are, moving the company towards its customer-centric value-adding new focus.

Streamlining Operations

Streamlining Operations

You'll want to be sure that every activity undertaken by your workforce is contributing to delivering value to the end-customer. Over time, systems and processes evolve, as does the market. You'll need to review current operations, strip out any superfluous tasks, and pivot to new ways of working.

Cutting Costs

Cutting Costs

In normal times, regular reviews of spend and committed cost is a straightforward and necessary activity. Right now, cutting costs has become an imperative to, in many cases, save the company. We talk through an approach to stop, reduce and reallocate.

What is the value my business sells?

What is the value my business sells?

The results of your efforts to create value are measured in the customers’ perception of that value. But customer value is all about subjective perceptions, which can only be influenced, not controlled.

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.

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.

The Law of the Small Team

The Law of the Small Team

Small teams are essential to create a customer-centric company. With self-organising leadership and alignment to the overall product roadmap, they are given the autonomy to decide what to build, how to build it, and how to work together while building it.

The Law of the Network

The Law of the Network

Work flows smoothly and continuously. Instead of major programmes of work requiring significant capital investment, we move the whole company to an agile way of working where we continually respond to customer needs, and deliver increasing customer value.