Design a Customer-Centric Digital Operating Model | Info-Tech Research Group

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Uncoordinated efforts for initiatives within organizational siloes fail to address the end-to-end customer journeys.
Organization lacks guidance on establishing a new operating model around customer journeys.

Our Advice

Critical Insight

Improving customer satisfaction at individual touchpoints does not translate into enhanced experience for an end-to-end customer journey.
A new operating model around customer journeys must be established for success.
An organization with the traditional structure and the legacy processes and technology must first learn from redesigning a few critical journeys as lighthouse initiatives before scaling.

Impact and Result

Sustainable increase in customer satisfaction over end-to-end journeys.
Increase in critical KPIs associated with journeys, e.g. time-to-resolution for a classic “I resolve” journey.
Increase in satisfaction for employees associated with journeys.
Faster time-to-market for new features: from yearly to monthly or even biweekly releases.

Design a Customer-Centric Digital Operating Model Research & Tools

Start here – read the Executive Brief

Read our concise Executive Brief to find out why you should care about end-to-end customer journeys and not individual touch points, review Info-Tech’s methodology, and understand the four ways we can support you in completing this project.

Design a Customer-Centric Digital Operating Model – Executive Brief

1. Which journeys should I transform first?

Identify and prioritize critical journeys for your organization.

2. Which team is right for transformation?

Determine the right team for transformation.

3. Which critical processes and governance structure are required for the team?

Identify the critical processes and governance structure required for the team.

Member Testimonials

After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve. See our top member experiences for this blueprint and what our clients have to say.

10.0/10

Overall Impact

$55,000

Average $ Saved

4

Average Days Saved

Client

Experience

Impact

$ Saved

Days Saved

Testimonial

BLG Canada

Workshop

10/10

$55,000

4

Best - dedicated access to Jean. Worst - intermittent attendance by BLG members.

Skidmore Sales

Workshop

8/10

N/A

N/A

best was the information and coaching on Digital worst was the technical issues using Teams, although these were addressed the delays were painful

Jamaica Public Service

Guided Implementation

8/10

N/A

N/A

Very informative session as usual.

Jamaica Public Service

Guided Implementation

9/10

N/A

N/A

The conversations are very insightful in addition to the materials provided. The inclusion of more details for how to approach some of the specific... Read More

ACS Ventures Inc.

Guided Implementation

5/10

$1,700

2

Analyst was very knowledgeable. The first call helped the better understand requirements. A follow up call would be beneficial as it will give ... Read More

The Corporation of the City of Kingston

Guided Implementation

9/10

$2,000

5

At this point my estimates of $ and time savings are low end simply becuase we are so early. This has been terrific information so formation and lo... Read More

Honda de Mexico

Guided Implementation

6/10

N/A

2

BF&M (Canada) Limited

Guided Implementation

8/10

N/A

10

Best - consultant was very relatable and brought real world examples Worst - Webex audio issues made conversation difficult to understand at times.

First Federal Bank

Guided Implementation

9/10

$31,833

5

Always enjoy conversation as it relates to First Federal and banking in general.

Mott MacDonald LLC

Guided Implementation

9/10

N/A

N/A

Oregon State Lottery

Guided Implementation

8/10

N/A

N/A

Vivek did a great job with this research topic and he took different aspects of this complex topic and presented them with ease.

Dark Fibre Africa

Guided Implementation

9/10

$1.02M

100

The best part is the tools and templates. In particular this confirmed the current challenges we are all facing and introduced a different way of t... Read More

City of Toronto

Guided Implementation

10/10

$1M

120

https://imgflip.com/i/2tehvz Thanks Arif and Emma! Pleasure speaking to you today.

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Workshop: Design a Customer-Centric Digital Operating Model

Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Which Journeys Should I Transform First?

The Purpose

Identify the core journeys within the organization.
Prioritize the journey set.
Select one or two journeys as lighthouse.

Key Benefits Achieved

Informed decision on lighthouse selection.
Draft roadmap with broader journey set that acts as a “north star” for future transformation efforts.

Activities

Outputs

1.1

Identify critical journeys.

Taxonomy of journeys.

1.2

Prioritize journeys.

One or two journeys identified for lighthouse initiatives.
Roadmap with broader journey set.

Module 2: Which Team Is Right for Transformation?

The Purpose

Identify the right composition of the team, including roles and responsibilities.
Establish reporting structure and incentives for the team.
Identify the skills required for lighthouse.
Create a training plan.

Key Benefits Achieved

Defined set of roles and responsibilities.
Aligned reporting and incentive structure.
Plan to address skill gap within the team.

Activities

Outputs

2.1

Assign cross-functional, autonomous teams.

Multidisciplinary team structure, including roles and responsibilities for lighthouse.
Advisory council structure, including its decision-rights and responsibilities.

2.2

Identify talent and skills.

Skills for lighthouse.
Talent acquisition roadmap.

2.3

Create reporting structure and incentive plan.

Reporting structure for lighthouse.
Relevant KPIs for lighthouse.
Incentive structure of team based on KPIs.

2.4

Identify training plan.

Training curriculum.

Module 3: Which Critical Processes and Governance Structure Are Required for the Team?

The Purpose

Establish critical processes and governance structure required for the team.

Key Benefits Achieved

Right-sized processes and governance structure for the team.

Activities

Outputs

3.1

Agile delivery model.

Understanding of Agile methodology through a simulation.
Introduction to journey mapping.

3.2

VC-style budgeting.

Budgeting process.

3.3

Proactive change management.

Change management process.

3.4

Backlog and roadmap prioritization.

Backlog and roadmap prioritization process.

3.5

Management through KPIs.

Management processes based on metrics and real-time operational reports.

3.6

Frequent customer feedback.

Mechanisms for soliciting stakeholder feedback.

About Info-Tech

Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.

We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

Table of Contents

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Guided Implementation 1: Which journeys should I transform first?

Call 1: Introduction to framework.
Call 2: Identification of critical journeys.
Call 3: Prioritization of journeys.

Guided Implementation 2: Which teams are right for transformation?

Call 1: Identification of team’s roles, responsibilities, and reporting structure.
Call 2: Identification of relevant KPIs for lighthouse and discussion on KPI-based incentive structure.

Guided Implementation 3: Which critical processes and governance structure are required for the team?

Call 1: Discussion on Agile delivery model: design boot camp to frequent releases into market.
Call 2: Discussion on journey mapping.
Call 3: Discussion on processes: VC-style budgeting, backlog prioritization, etc.

Author

Vivek Mehta

Contributors

Asad Joheb, Payment Strategy and Business Architecture, TD Bank
Djamel Djemaoun Hamidson, Senior Enterprise Architect & Strategist, CBC Radio-Canada
Gerry Akkerman, Director, Business Technology Planning, TransLink
Maneesh Gidwani, Chief Information Officer, Florida Ice and Farm Company
Rob Church, Head of Enterprise Architecture, TransLink
Simon Lee, Innovation Lead, Liquor Control Board of Ontario

Search Code: 87491
Last Revised: January 24, 2019

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