Business Process -- What v. How v. Why

At the upcoming IT Forum in Las Vegas (May 26-28), I will be collaborating with Bill Band on a piece around using the customer experience to drive breakthrough process improvement, and with it, business performance. When you think about it, satisfying the needs of customers is what all business is about (OK you could argue that governmental organizations don’t have customers, they deal with the needs of citizens, but you get my drift).  

In the first part of our presentation we will present research to support the view that improving the outcomes delivered to customers adds dollars to the bottom line of the business. Then I will switch to a theme dear to my heart -- that Business Process is at the heart of all significant Customer Experience efforts. And that comes down to:

  • How We Do What We Do -- Of course, the relationship between the Customer Experience, and how you do things, is pretty clear. I put this in the category of “Doing Things Right” -- i.e., the way in which the processes of the firm work and the employee behaviors.
  • What We Do -- But in order to deliver compelling customer outcomes, it’s also a question of “Doing The Right Things.” Which is about the business offering -- the services of the organization and the components that make it up. The business capabilities are, of course, a better way of thinking about this rather than the org chart (which is what so many folks seem to do ... decomposition of the org chart as a way of understanding processes).
  • Why We Do It -- And then it comes back to why we do this, and how it implements organizational strategy and the impact/benefit to the overall brand.
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