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Posted by Paul Hagen on May 31, 2013
At some point after their companies find and fix the low-hanging fruit that creates problems for customers, customer experience leaders hit a wall. That wall is the outdated operational models upon which most companies were built. These models were conceived decades ago, based on the existing capabilities and constraints of the day, when the primary vehicle for value was tied up in the product/service itself. Within these operating models, firms have worked to optimize processes like marketing, sales, and distribution focused on getting to the transaction. Support has been a cost center so limited as much as possible. But this kind of operating model has critical problems. Here are a few that just scratch the surface:
Firms Need A New Operating Model
Companies that will succeed in differentiating based on customer experience in the future will have to move beyond simply finding and fixing problems within their existing structure and instead create a new operating model. To do this, customer experience leaders should partner with company strategists and business architects to:
I'll be speaking more about how companies transform around customer experience, including rethinking their business architecture, at Forrester's Customer Experience Forum East, June 25th to 26th, in New York. I’ve invited my colleague, Derek Miers, to join me. Derek’s research focuses on business architecture and change methods. I’m excited to team up with him in helping firms drive an outside-in mindset more deeply into the way companies operate. I hope to see you there.
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