Podcast with Roland Naidoo | Live stream – rockstar.cx | Business Awards…

Live broadcast with James Dodkins  Rockstar.cx

This was an interview across the continents
(I am currently in Colorado, James is in England)

Do get along to the link – James will be hosting CX Rockstars from all over the globe 🙂

Business Leader in South Africa provides his views on Customer Centricity

Roland Naidoo, Senior Executive, Multichoice
Roland Naidoo, Senior Executive, Multichoice


Roland Naidoo (ACX Master) is a highly respected senior executive in the global entertainments business. As part of a podcast hosted by Futurology…


You can reach Roland here to progress the discussion:

Award won by yours truly!

I was deeply honoured by the PEX community at the annual conference in Florida last month and received the Global Community 2018 Award. Needless to say (but I will) this is as much down to you guys and your great transformational work, so I graciously excepted the Award on your behalf. Thank you so much :

See the snapshot here: https://buff.ly/2EEE9Im

Next time we will be reviewing highlights of the upcoming 2018 conferences…

Outside-In wins the Triple-Crown+

When the Upside is greater than the pain of adopting something new, a new approach can breakthrough. If however the upside is not sufficient, then the status quo will remain.
So if you don’t want change personally or in your organization keep doing what you have always done. That way you will get what you have always got.

On the other hand if change is necessary you need to demonstrate a significant upside, whether that is in terms of cost reduction, revenue improvement, service enhancement and better compliance – that is the triple crown plus.

Ideally the approach you adopt will give you the capability to deliver all triple crown benefits simultaneously and in a truly sustainable, repeatable pattern.

That is precisely what the Outside-In philosophy is all about.

*** Need to know more?

> Customer Experience Management Method http://www.cemmethod.com
> Articles and Case Studies http://www.successfulcustomeroutcomes.net
> Accreditation and Certification http://www.bpgroup.org/certification-by-city.html
> Get the book (that even CEO’s can understand) http://www.outsideinthesecret.com/
> Connect on http://twitter.com/stowers  and http://twitter.com/jdodkins
> Join the community https://www.linkedin.com/groups/BP-Group-1062077

BPM must sync with company strategy

Business Process Management (BPM) should be part of every organization’s strategic plan.

By , ITWeb’s portals deputy editor.

Johannesburg, May 2013
BPM is all about simultaneously reducing costs, growing revenues and improving customer service, says BP Group’s Steve Towers.

According to Towers, strategy means many things to many people. However, from a BPM context, it means to create a high-performance organization.
“In BPM, strategy is the ability to connect the dots from the front line to the boardroom, and demonstrate how every single activity contributes to the strategy of the organisation.”

He also pointed out that BPM is about simultaneously reducing costs, growing revenues and improving customer service.

On improving customer service, Towers noted that customer needs have changed drastically, thanks to digitisation, which means everyone is connected intimately all the time. “The customer experience is the process and we have to get scientific about the customer experience.”
He also noted that the customer should be at the centre of everything the organisation does and that organisations should work to identify factors that will not contribute to the overall success of the enterprise.

He revealed that many organisations do not understand their business processes or their customers’ needs, which is why they fail in the end. “If you don’t understand your customers, you’ll end up failing like Kodak and Nokia.”

He, therefore, urged organisations to go out of their way and be innovative in order to determine their customers’ needs.

On the other hand, he pointed out that organisations should not make promises to their customers that they will not be able to keep. “I like it when people say you have to go beyond customer expectations. That is impossible because people will always have their own standards. Rather, promise them the best service you can manage.”

Towers also urged organisations to understand and develop successful customer outcomes, create process activity lists, identify moments of truth, identify breakpoints, identify business rules, perform risk assessments, and develop action plans before managing delivery.
“The starting point will be determined by the nature of the challenge. It is, however, essential that a clear and objective understanding of customer needs is articulated. This specifically involves the needs of the customer and goes way beyond traditional voice-of-customer insights.”

Revealing a successful customer outcome project, Towers said organisations must ask: ‘Who is my customer? What is the customer’s current expectation? What is the process the customer thinks they are involved in? How does what we do impact customer success? What does the customer really need from us?’

He added that the primary purpose of crafting successful customer outcomes is creating a fundamental focus for a process or set of processes, or a complete enterprise strategy.
“Advanced BPM aka Outside-In extends way beyond the legacy inside-out thinking to create an actionable strategic and operational objective for the entire organisation.”

5. Breakpoints – The Five Steps for Reducing Costs

The Five Steps for Reducing Costs
Describe your Target – The target is the “area” we are seeking to improve. Most often this would be thought of in terms of a “process” but there is no restriction on how we define the target areas we are working on.

Identify Break Points – For the target area, all of the Break Points that exist need to be identified. They also need to be described well enough that we (and others) can easily recognize them at any time.

Describe your Actions – Describing your actions is the way you clearly identify the steps you could take to eliminate causes of work. By identifying Actions and the number of Break Points each Action will eliminate, the benefit from each Action becomes clear.

Do the Cost and Benefit Assessment – The Cost and Benefit assessment adds several items that are important in helping us build our Cost Reduction Plan. What we need to know is: How Much? How Long? How Beneficial?

Build your Cost Reduction Plan – Using the Cost and Benefit assessment we can now build our Cost Reduction Plan. We do this by choosing which Actions are to be taken, and the order they are taken in.

Let’s explore these Steps in more detail:

Step 1 – Describe your Target Area,

ideally in terms that are understandable to others in your organization. Your Target Area will often be a “process,” as this is one of the most common terms used in describing the work people do.

Step 2 – Identify Break Points.

For the target area, identify each of the Break Points that exist within it, then record them in a descriptive enough way that others (and you if you come back later) will immediately know what you mean.

Note – This may initially present a challenge as it is not something we commonly have done in the past. Persevere and do your best to identify the Break Points in your target area and enough information will be available for you to build your cost reduction plan.

Certified Process Professional – 30 cities – limited seats – book Now!

Are you gearing up for 2013? Considering professional qualification to underpin your experience? Already on that journey and want to progress to the next level? Here is the first draft of the BP Groups 2013 program with Early Bird offers for those quick bookers. See you soon 🙂
Download sample Brochure
Steve Towers BP Group Chief Coach BP Group Certified Process Practitioner BP Group Certified Process Professional BP Group CPP Master BP Group CPP Advanced Master CPP Champion
Practitioner Professional Master Adv. Master Champion Course
Location Region Lead Coach CPP1 CPP2-3 CPP4-5 CPP6-7 CPP8 ID
Brisbane Australia Jennifer van Wyk Mar 11 Mar 12-13 Mar 14-15 AUS
Sydney Australia Jennifer van Wyk Mar 18 Mar 19-20 Mar 21-22 AUS
Brisbane Australia Steve Towers Apr 15-16 Apr 17-18 AUS
Sydney Australia Steve Towers Apr 22-23 Apr 24-25 AUS
Helsinki Finland Samir Asaf Nov 26 Nov 27 EUR
Brussels Belgium Samir Asaf Nov 29 Nov 30 EUR
London UK James Dodkins Dec 10 Dec 11-12 Dec 13-14 EUR
London UK Steve Towers Dec 17-18 Dec 19-20 EUR
Amsterdam Netherlands Steve Towers Jan 7 Jan 8 EUR
Zurich Switzerland Steve Towers Jan 10 Jan 11 EUR
London UK James Dodkins Mar 4 Mar 5-6 Mar 7-8 EUR
London UK Steve Towers Mar 11-12 Mar 13-14 EUR
London UK Steve Towers May 2 May 3 EUR
Pune India Laxman M Jan 17 Jan 18 IND
Kolkata India Laxman M Feb 4 Feb 5 IND
Chennai India Laxman M Feb 7 Feb 8 IND
Mumbai India Steve Towers Feb 11 Feb 12 IND
Pune India Laxman M Mar 4 Mar 5-6 Mar 7-8 IND
Delhi India Laxman M Mar 18 Mar 19 IND
Hyderabad India Laxman M Mar 21 Mar 22 IND
Bangalore India Laxman M Mar 25 Mar 26-27 Mar 28-29 IND
Kolkata India Laxman M Apr 8 Apr 9-10 Apr 11-12 IND
Chennai India Laxman M Apr 15 Apr 16 IND
Dhakka Bangladesh Samir Asaf Jan 28 Jan 29-30 Jan 31-Feb 1 BAN
Dubai UAE James Dodkins Mar 17 Mar 18-19 Mar 20-21 UAE
Dubai UAE Steve Towers Mar 24-25 Mar 26-27 UAE
Niarobi Kenya Jennifer van Wyk Nov 29 Nov 30 AFR
Cape Town South Africa Jennifer van Wyk Jan 7 Jan 8-9 Jan 10-11 AFR
Joburg South Africa Jennifer van Wyk Feb 11 Feb 12-13 Feb 14-15 AFR
Lagos Nigeria Jennifer van Wyk Apr 15 Apr 16-17 Apr 18-19 AFR
Niarobi Kenya Jennifer van Wyk Apr 22 Apr 23-24 Apr 25-26 AFR
Cape Town South Africa Steve Towers May 13-14 May 15-16 AFR
Sao Paulo Brazil Jennifer van Wyk 13 May 14-15 May 16-17 May SAM
Rio de J. Argentina Jennifer van Wyk 20 May 21-22 May 23-24 May SAM
Orlando Florida James Dodkins Jan 29-30 Jan 31-Feb 1 NAM
Orlando Florida Steve Towers Jan 28 Feb 4-5 Feb 6-7 NAM
Toronto Canada Steve Towers Feb 18 Feb 19-20 Feb 21-22 NAM
Singapore Singapore Samir Asaf Feb 25 Feb 26-27 Feb 28-29 SEA
Kuala L. Malaysia Steve Towers Feb 25 Feb 26 SEA
Kuala L. Malaysia Samir Asaf Mar 25 Mar 26-27 Mar 28-29 SEA
Hong Kong China Samir Asaf Apr 29 Apr 30-May 1 May 2-3 SEA
Beijing China Samir Asaf May 20 May 21-22 May 23-24 SEA