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Bertrand Duperrin's Library tagged procedures   View Popular, Search in Google

May
17
2012

"In a study of U.S. and European companies, The Boston Consulting Group found that “over the past fifteen years, the amount of procedures, vertical layers, interface structures, coordination bodies, and decision approvals needed...has increased by anywhere from 50 percent to 350 percent.” What’s more, in the most complicated organizations, “managers spend 40 percent of their time writing reports and 30 percent to 60 percent of it in coordination meetings.” No wonder people feel like they can never get any real work done."

procedures process productivity

  • Why do we love process so much? It offers a way to measure progress and productivity, which makes people feel more efficient and accountable.
  • Smart processes encapsulate bundles of organizational knowledge. And that’s a good thing.
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Nov
22
2011

"L’idée de cette étude est simplissime : les 5 attentes majeures exprimées systématiquement par les consommateurs (Facilitation, Transparence, Confiance, Humilité et l’émergente Prévenance) sont-elles parfaitement, partiellement ou faiblement intégrées par les experts de la relation client ?"

service customer customercare customerservice facilitation procedures processes personalization trust transparency

  • les 5 attentes majeures exprimées systématiquement par les consommateurs (Facilitation, Transparence, Confiance, Humilité et l’émergente Prévenance) sont-elles parfaitement, partiellement ou faiblement intégrées par les experts de la relation client ?
    • 33% des experts y font référence, et cela donne lieu à un discours bien alimenté autour des thématiques suivantes:
       
      • La capacité de l’entreprise à s’affranchir des procédures, à se rendre flexible. 
      • La nécessité de personnaliser au maximum la relation. 
      • La prise de conscience du besoin d’hyper réactivité du consommateur, et la façon d’y répondre. 
      • La capacité à se démener, à se ‘plier en quatre’ pour satisfaire la demande client.
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Feb
19
2011

"It’s not something that will happen overnight. It certainly won’t happen in a kickoff meeting. And without a total organizational commitment to being customer first, building trust, and setting the company on a path where the idea of connecting with customers in real-time is embraced, it’s not likely something that will ever happen. And for some industries that may be okay, it’s still way too early to tell.

But for those companies looking for some guidance and a framework, I’ve broken the social business evolution process into four stages: Birth, Childhood, Adolescence, and Adulthood."

socialbusiness engagement customer identity goals policies procedures maturity culture

  • Becoming a social business is begun by defining what “Being Social” and “Open” means to your organization.

    The first and probably most significant realization one needs to make in this evolution process is that there is no single definition of “being a social business.” Every business should (read will) have their own definition and move at their own pace in getting there.

  • Assess your existing culture.
    How far off is your existing culture with what you defined in the “birth” stage? Chart the path ahead.
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