In relation to digital, there are two levels of\u00a0the\u00a0Operating Model:<\/h4>\n\n- Enabling your organization\u2019s people processes and technology to work together to leverage digital capabilities to support the desired customer journey.<\/li>\n
- Creating an organization that responds at digital speed and continually adjusts for the continual changes that the digital world serves up.<\/li>\n<\/ol>\n
However, customers quickly see through the fa\u00e7ade of a cool front-end that only gets bogged down in the machinery of manual back-office processes (the gerbils), or systems that have not been adjusted for digital speed or expectations. An app that has to retrieve data, but is unavailable due to a 12-hour system upgrade process on Saturday night, negatively reflects on the entire customer experience. Centric\u2019s Matt Cotter<\/a> further explored the necessity of paying attention to the end-to-end process in his post Learning from Edison: A Digital Pioneer Who Considered the End-to-end Process<\/a>.<\/p>\nAn Opportunity to Evolve<\/h2>\n
For some organizations, this may be about catching up \u2014 automating paper-based or manual processes to become straight-through processing (STP) or use customer self-service apps. Leveraging business process management (BPM) tools or workflow engines are often easier ways to help organizations with legacy apps evolve to a more mature state, without having to transform everything at once.<\/p>\n
Defining an operating model should happen concurrently with the development of new customer interaction models. Many organizations are exploring how to implement an omnichannel model in reaction to consumer\u2019s expectation to choose how and when they interact with companies, and the back-end systems need to be there to support this. Service reps that answer chats or phone calls from online customers need Customer Relationship Management (CRM) platforms and knowledge management systems (and be well-trained in how to use them) to seamlessly service customers in an omnichannel model.<\/p>\n
The Digital Iceberg<\/h2>\n
The digital customer experience is often the focus of a digital strategy, but it really is just the tip of the iceberg. Below the surface lies the (often more challenging) work of adjusting legacy systems, integrating products and developing the operational procedures to support the change management coordinating all this while bringing your people along. In complex organizations, it can take years to fully realize the desired state operating model. Iteratively adjusting the model along the way is often the only path to get there.<\/p>\n
However, customers quickly see through the fa\u00e7ade of a cool front-end that only gets bogged down in the machinery of manual back-office processes (the gerbils), or systems that have not been adjusted for digital speed or expectations. An app that has to retrieve data, but is unavailable due to a 12-hour system upgrade process on Saturday night, negatively reflects on the entire customer experience. Centric\u2019s Matt Cotter<\/a> further explored the necessity of paying attention to the end-to-end process in his post Learning from Edison: A Digital Pioneer Who Considered the End-to-end Process<\/a>.<\/p>\n For some organizations, this may be about catching up \u2014 automating paper-based or manual processes to become straight-through processing (STP) or use customer self-service apps. Leveraging business process management (BPM) tools or workflow engines are often easier ways to help organizations with legacy apps evolve to a more mature state, without having to transform everything at once.<\/p>\n Defining an operating model should happen concurrently with the development of new customer interaction models. Many organizations are exploring how to implement an omnichannel model in reaction to consumer\u2019s expectation to choose how and when they interact with companies, and the back-end systems need to be there to support this. Service reps that answer chats or phone calls from online customers need Customer Relationship Management (CRM) platforms and knowledge management systems (and be well-trained in how to use them) to seamlessly service customers in an omnichannel model.<\/p>\n The digital customer experience is often the focus of a digital strategy, but it really is just the tip of the iceberg. Below the surface lies the (often more challenging) work of adjusting legacy systems, integrating products and developing the operational procedures to support the change management coordinating all this while bringing your people along. In complex organizations, it can take years to fully realize the desired state operating model. Iteratively adjusting the model along the way is often the only path to get there.<\/p>\nAn Opportunity to Evolve<\/h2>\n
The Digital Iceberg<\/h2>\n
![\"digital-iceberg\"](\"https:\/\/centricconsulting.com\/wp-content\/uploads\/2018\/07\/digital-iceberg.jpg\")
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