Conall

Service Design

By Dale Lawrence The traditional model for transformation projects is to plan, build the business case, go through financial gates, estimate benefits, project plan, go through more approvals, stakeholder analysis, more approvals, assemble the team, launch project, seek more funding, start strong but then things start happening. Delays, impacts to areas of the business that were not expected, funding issues, more delays, resistance is building, watch out! Many major projects start with different project team members than they end with because the project takes too long. The perception is the business world moves fast but your business moves too slow. In

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By Allison M. Ellis, Eric Michrowski & Dr. Autumn D. Krauss In the service industry, employees on the frontline are critical for driving the business, through having meaningful interactions with customers and clients and serving as ambassadors of the entire organization. Prioritizing the customer or client experience, or in other words taking an outside-in perspective, requires a focus on both creating systems and processes that efficiently and effectively serve the customer, as well as identifying the human factors that drive the highest quality customer experiences. Many are familiar with the adage, “the happy worker is a productive worker”, but have you heard

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By Eric Johnson The customer care agent is the lifeline between the organization and people it serves, and should be viewed as such Customer care is the first line of customer interaction with many organizations and not surprisingly is the source of many customer complaints regarding service or other aspects of an organization's business model. Ironically, within many customer-facing organizations, customer care is considered the least “valuable” regarding position, salary, expectations, and a host of other metrics both internal and external. Based on our experience, this approach should be updated to reflect the growing level of information consumers have and the swiftness at

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