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1、 front-end detail when the client is looking for actionIssuesCompanies may feel they have adequate understanding of their customers needs and current performance. However, industry research and client experience has shown that internal company perceptions do not always match those of the customer. C
2、omparing rankings of customer needs by the company vs. customers can surface disconnected perceptions. The Customer Satisfaction Best Practices Diagnostic can be used to pinpoint the root causes of the disconnect.Typical weaknesses include:-Lack of direct customer feedback or limited to superficial
3、annual surveys having little impact on management decision making and continuous improvement-Poor differentiation of needs among customer segments resulting in either over or under rewarding of different customer types-Narrow view of the total customer experience resulting in missed opportunities to
4、 grow revenues through enhanced products and value-added services-Inability to apply key performance measures of customer service, customer satisfaction, and customer retention leading to a lack of accountability and misallocation of scarce resourcesUnderstanding customer needs is not enough to jump
5、 directly into reengineering core processes. The company must first align its products and services with customer priorities. Only then will reengineering efforts lead to customer value creation and revenue growth.Other For more information on Arthur Andersens experience and resources in customer va
6、lue creation contact the following members of the Customer Satisfaction Competency Center:ContactLocationPhoneJoe OLearyChicago(312) 507-4160Howard BarrettLondon44-71-438-5369Christopher BeardChicago(312) 507-7129Andrea WhitePhoenix(602) 251-3358DeliverablesBalanced KPI ScorecardContinuous Improveme
7、nt WorkoutsCore Process AlignmentCurrent Practices and Performance ReviewCustomer Acquisition and Retention AnalysisCustomer Needs MapDistribution Channel AnalysisKey Initiatives Business CaseMarket Segment AnalysisState Of The Industry AnalysisPhase 1: Establish Customer Focused VisionOverviewThis
8、phase establishes the foundation for change by determining the critical competitive issues and strategic direction for the company. Specific objectives include:External Perspective-Analysis of the industry value system, the factors influencing industry participants such as customers, suppliers, sale
9、s intermediaries, regulatory agencies, and others-Understanding the experience cycle for each customer type (e.g. OEM, end user, dealer, etc.) and determination of those critical event that influence the customers perception of the companyInternal Perspective-Identification of the core competencies
10、held by the company and whether these offer a basis for transforming the industry, differentiation from competitors, or the basic foundation for participating in the industry-Assessment of the current practices and performance of the company relative to competitors and best practices in serving the
11、customer. This assessment provides an initial profile of the companys strengths and weaknesses and helps to create momentum for changeCustomer Focused Vision-Derivation of the basis on which the company chooses to compete as grounded in current and planned competencies and practices-Establishing a c
12、lear, concise picture of how the company will endeavor to meet the needs of its customers-Formulation of a communications strategy to convey the customer focused vision to key stakeholders who determine the success of the project and future change initiativesQuestions1.Does the company have a clearl
13、y articulated and shared business vision and strategy? How has this vision been communicated to key stakeholders (employees, customers, suppliers)?2.Does the company understand the key factors that are shaping its industry? Its customers industries? Are any new industry developments on the horizon?3
14、.Does the vision identify the core competencies that form the companys basis of competition now and in the future?4.Do the companys strategies reflect its vision and core competencies? Have long-term goals been established for these strategies?5.Which values determine how the company will relate to
15、its constituencies - employees, customers, suppliers, shareholders? Are these values exhibited in the companys day-to-day operations?6.Has the company kept abreast with leading edge business practices in its industry? In other industries?7.Have TQM and/or reengineering initiatives at the company bee
16、n successful? Do these initiatives serve as building blocks on which to build customer focus? How do we avoid competing agendas?Hints-Be prepared to tailor the approach depending on the degree that there is already a clearly communicated business vision and strategy. Perhaps the client is in need of
17、 a large scale shared visioning process or would rather get a quick start with a management driven visioning workshop.-Dont rely solely on internal perceptions of the industry and customers. Bring in AA industry experts and research industry trends to bring fresh thinking into the visioning process.
18、-Dont attempt to word-smith vision/values statements with a group. Have the project team draft a vision from essential elements provided by the management team and then employ a strawman review process.Issues-Lack of significant differentiators or core competencies on which to compete-Vision and str
19、ategy taking back seat to operational “fire fighting”-Attitude toward planning initiatives “Real men/women dont plan”-Vision developed in a vacuum and not shared by management with employees-Market understanding limited to high level customer survey with limited action taken-Resistance to providing KPIs since results may be embarrassing to stakeholders-Functional units pulling in different directions, lack of shared vision & strategyStep: Analyze Industry Value SystemOverviewThe value chain, developed by Michael Porter of the Harvard Business School in the mid 1980s, provides