Author: steve towers

Accredited Champions, Professionals and Masters.

This year we are pleased to announce several new organizations stepping up to achieve Accredited Status. It is a recognition of the investment and desire to transform business processes positively and deliver exceptional customer experiences, whether those customers are consumers, other businesses or internal departments. Congratulations to all the individuals, sponsors and companies!

BPGroup Accredited Champions


Accredited Champion Organisations
have achieved a minimum of two or
more CPP Champions
Modern Pharmaceutical Company
British Nuclear Fuels
IQ BUSINESS (South Africa)
MEDICLINIC
Bbraun
Caravel Group (NZ) Ltd
Old Mutual
The Nature Conservancy

Upcoming Session

London CPP Champion 

BPGroup Accredited Masters

Accredited Master Organisations
have achieved a minimum six or more CPP Masters

Workers Compensation Board
Citibank
ABSA
Bank of Valletta
AIA

Ergon Energy
Nedbank Limited
Cap Gemini
Aspire Group
Uganda Revenues
IQ BUSINESS (South Africa)

Upcoming Sessions
London CPP Masters
Denver CPP Masters
Brisbane CPP Master 

BPGroup Accredited Professional

Accredited Professional Organisations
have achieved a minimum of six or more CPP Professionals

WCB
Reliance
EQUATE Petrochemicals Co
Manulife Indonesia
SunGard
Nigeria LNG

Upcoming Session
Sydney CPP Professional

Where is your work ethic mate?

One day a fisherman was lying on a beautiful beach, with his fishing pole propped up in the sand and his solitary line cast out into the sparkling blue surf. He was enjoying the warmth of the afternoon sun and the prospect of catching a fish.

(from the desk of James Dodkins)

About that time, a businessman came walking down the beach, trying to relieve some of the stress of his workday. He noticed the fisherman sitting on the beach and decided to find out why this fisherman was fishing instead of working harder to make a living for himself and his family.

“You aren’t going to catch many fish that way,” said the businessman to the fisherman, “you should be working rather than lying on the beach!” The fisherman looked up at the businessman, smiled and replied, “And what will my reward be?”

“Well, you can get bigger nets and catch more fish!” was the businessman’s answer. “And then what will my reward be?” asked the fisherman, still smiling.

The businessman replied, “You will make money and you’ll be able to buy a boat, which will then result in larger catches of fish!” “And then what will my reward be?” asked the fisherman again.

The businessman was beginning to get a little irritated with the fisherman’s questions. “You can buy a bigger boat, and hire some people to work for you!” he said. “And then what will my reward be?” repeated the fisherman.

The businessman was getting angry. “Don’t you understand? You can build up a fleet of fishing boats, sail all over the world, and let all your employees catch fish for you!” Once again the fisherman asked, “And then what will my reward be?”

The businessman was red with rage and shouted at the fisherman, “Don’t you understand that you can become so rich that you will never have to work for your living again! You can spend all the rest of your days sitting on this beach, looking at the sunset. You won’t have a care in the world!”

The fisherman, still smiling, looked up and said, “And what do you think I’m doing right now?”

How Wolves Change Rivers and how you can change your…

I just love this video.
The beautiful scenery, the inspiring story and then the call to action.
How can this have anything to do with Customer Experience and BPM I here you ask? Watch the video (enjoy) and then ask your self the question “How can I create a Trophic Cascade in my organization?”. (Trophic Cascade – watch the vid and all is revealed very quickly 🙂
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You have got to start with the Customer Experience and work backwards to the technology

How do Outside-In companies achieves 20-30% annually sustainable improvement across costs, revenue and service?

If there was a book of secrets featuring Outside-In one chapter would focus on Steve Jobs observation You have to start with the customer experience and work backwards to the technology”
Watch the 5 minute video to get the perspective.

So what? We can really get to grip with the principle involved here with a couple of ideas. The first looks at the world which sees the organization and its resources as being the key strategic motivator. We have resources (people, systems, structure and so on) that develop products that we then approach the market with and pitch at customer segments. Hopefully gaining market share and establishing customers who buy the product. This model has really been the pervasive approach until this century. Born in the industrial age, updated and upgraded and taught in business schools globally as the way of business. We can represent that idea with this diagram – Inside-Out:

Until the explosion of information brought about by the internet this model worked OK. However with information customers have become choosey, promiscuous, fickle and have immediate and ever changing expectations. The resulting complexity – trying to sell many things to everyone – is the journey to ruin. Go ask Kodak, Nokia, Blockbuster and Blackberry how they have fared faced with the prosumer of the 21st century.

On the other hand we have a view of the world which starts with the customer experience (ala Apple, Emirates, Zappos, Zara and Virgin) and literally understands and then manages the expectations of the prosumer. This idea does not seek to segment customers by circumstance, but categorizes customers on the basis of need. This picture emerges – Outside-In:

By understanding customer needs, even when they may not know themselves, and developing appropriate products for your chosen categories of customer, the world is a simpler place. Yes you do also need to be flexible and agile to preempt (and for the best create new needs) however the starting point isn’t the product and the market. It is the customer and their needs.

Creating the necessary skills and competence to achieve Outside-In and deliver consistently improving results requires this foresight and understanding. The previous approach is as obsolete as the horse and cart is to the electric car.

So how can we do this? More on that soon however as a starter you can download a complimentary copy my book “Outside-In The secret of the 21st centuries leading companies” here.

Also join us and the global community exploiting the benefits of Outside-In:

LinkedIn: BPGroup
Facebook: www.facebook.com/BPGtraining
Twitter: @stowers  @jdodkins
Website: www.bpgroup.org

More soon as we journey Outside-In.
Ciao, Steve

FREE BPM-CEM-OutsideIn course. And receive a complimentary book – Outside-In.

Outside-in approaches create a completely new reality that reshapes how we manage and organize work so much so that functional pyramidal structures become artifacts of the past. 

Born in the complexity of the 21st century Outside-In companies believe that all effort in an organization should be centered around the customer and ultimately deliver Successful Customer Outcomes (SCO).

Part of the insight of Outside-In companies is the identification of work that does NOT contribute to the SCO and accordingly may be ‘dumb stuff’ – work that can be eradicated and removed. In doing so Outside-In wins the triple crown of simultaneously reducing costs, enhancing service and growing revenues. Leading practice organizations include Apple, Southwest airlines, Google, Samsung and Zara. In our book “Outside-In – The secret of the 21st century leading companies” we review many examples and lay the foundations for systematic approaches to enable Outside-In thinking and practice by all.
To access the online course: www.processmiracle.com
To join us on the journey: www.bpgroup.org

Towers-Dodkins, April 2014.

6 Tips for Understanding Customer Needs, even when they don’t know themselves (includes video 4 mins)

Get your hands on SCO’s. What are they? How can they help?

Upcoming events with 42 techniques in Customer Experience Management Method
http://www.bpgroup.org/certification-by-city.html
Orlando – London – Denver – Bangalore – Dubai – Brisbane – Sydney – Singapore – Dubai – Amsterdam – Cape Town – in 2014-15


Join with me @stowers

Royal Bank of Scotland – have they finally got the leader to take them back to the top?

And the lights come on at last..

“It is about establishing one guiding principle that goes from the very top down to the smallest branch. Our employees who deal with customers every day understand their needs and do the best for them – this customer-focused DNA needs to run throughout the bank. We need to remember – and then never forget – that the customer is why we are in business. We need to change our behaviour at every level to reflect this simple truth. To move from stability to renewal, we need to first address and then clean up every aspect of how we treat customers.” The Royal Bank of Scotland’s (RBS) CEO Ross McEwan.

He’s been at the helm of RBS, once very briefly the worlds largest bank, for 18 months. Prior to this, he was the group executive for retail banking services for the Commonwealth Bank of Australia (CBA) for five years. A New Zealander is the man from down under going Outside In?

CBA have certainly transformed and regularly outperform their peers. One of our favoured measures of ongoing success, the triple crown (simultaneously reducing costs, improving service and growing revenues) suggests he has what it takes. 18 months in and we should start to see the results. He can talk the talk, now can he really deliver for RBS. We will let you know next month 🙂

Ross McEwan Profile and video