Scenario: While the company is basically profitable, and typically considered a

Question

Scenario: While the company is basically profitable, and typically considered a success, customers don’t seem to demonstrate loyalty toward our products and services, and employees typically don’t seem that excited about what they do. We have few customers that have been with us for a really long time. Our employee turnover is higher than the industry average, and it is sometimes difficult to recruit for key open positions. We’re concerned that a general decline will impact our current perceived profitability and success.

Your management team has come to you with the above problem scenario that they need you to advise them on and plan a strategy to address. Write and submit a memo to your manager that describes something in your Standards Framework that you believe will address the problem. Your memo should offer a general description of how your chosen Framework component(s) address the problem as described. It should then describe the long-term prospects for what it will mean to implement the component(s) in the organization, as well as a short-term description of how you’ll move toward implementation in the first three to six months. This memo is to your management, not to other engineers. It needs to be brief and concise, and yet contain appropriate technical details to properly explain your position and planning. The best management memos fit on a single page. Don’t re-explain the problem to them. Don’t go into deep detail that they don’t need to know. Stay focused on how implementing your plan will solve the problem.

Explanation / Answer

The organization should offer an opportunity for the employees to represent the company’s beliefs, goals, approaches, processes, systems and results with confidence and conviction. It helps the company in creating a platform for actively reflecting on its current business processes, and trigger constructive changes to achieve next level results. It complements the efforts to create a positive environment that inspires the employees to meaningfully engage with customers and partners. It also helps build a repository of best practices and behaviors with a huge prospect of multiplication through replication and horizontal deployment. Connects people from different parts of the organization, thereby strengthening the tenets of cultural and emotional integration. Helps identify, populate and strengthen the talent pipe line to feed into the future capability needs of the organization.

“Culture eats Strategy for breakfast”- Peter Drucker. This cannot ring more true for companies making efforts to improve their Customer Centricity. While they focus on process improvements, capability building and evangelization of the Customer, it is important to understand key aspects of their organisations culture vis-a-vis their Customers, in order to create sustainable changes enabling high Customer Centricity. Qualitative Voice of Customer Analysis is a critical tool for understanding customer expectations, decision drivers and for mapping experience across touch points. Unlike quantitative surveys such as CSAT, VOC is a highly engaging and interactive process of discovery for deep and actionable insights. Organization should develop a robust and strong VOC methodology which can deliver immense value in projects across the company.

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