Having a digital platform or reporting tool that provides that visibility of how the company did yesterday, or last week or last month – that drives the right conversations around continuous improvement, engagement and customer experience.
How can organisations accelerate digital transformation?
Companies need to think about aligning and linking everyone in the organisation from the top down so they understand and can answer the question, “Are we winning?”
Having a digital platform or reporting tool that provides that visibility of how the company did yesterday, or last week or last month – that drives the right conversations around continuous improvement, engagement and customer experience.
Too many times we see things aren’t going well and it’s the supervisor or vice-president who comes out and provides feedback. We need to put that ownership and accountability down at the right level so people can look immediately and adjust their processes, behaviours and move the business forward.
By establishing non-negotiable behavioural standards and processes of how we’re going to work together, you’re able to drive acceleration and engagement.
What are the most effective strategies you use to help clients to drive engagement with the change process?
We believe that, at the senior leadership level, there need to be non-negotiable processes and I think there are four key things that should be in place.
First, you need business acumen and the right metrics in the right place. Second, you need accountability baked into the metrics, so I’m accountable for our results and if we’re not meeting the numbers, we need to do something about it.
Third, we have got to have face-to-face communication, whether it’s a five-minute daily meeting in our workgroup or a weekly meeting. Those quarterly town hall meetings aren’t going to cut it. Communication should be cascaded so that the senior leadership team meets first, then the next level and the next. By the end of the day, or week, everyone in the organisation has communicated and heard the same, consistent message.
The fourth component is around behaviour, so people are focusing on the thing they have in common – which is where they work. By establishing these non-negotiable behavioural standards and processes of how we’re going to work together, you’re able to drive acceleration and engagement. Too often, it’s left to individual personalities and then your performance is personality driven and can change over time.
When we have goals and objectives at the forefront, and they are visible, people know what they’re working towards.
SETH DAVIES
Executive Vice President
Competitive Solutions, Inc.
How do you translate that to customer engagement and generate revenue and new revenue and better customer service?
From a revenue standpoint, what we see is that when we have goals and objectives at the forefront, and they are visible, people know what they’re working towards. Too often, people have no idea what they need to work towards.
At the end of the day, the customer is number one. So, what can we do, collectively, to make the organisation successful? It’s the same goal whether you’re front or back office, making or selling the product.
Competitive Solutions is an international consulting and training firm. It helps organisations of all sizes in the public and private sector to build the systems and processes needed to drive greater focus, urgency and accountability.