Cost reduction through improving operational efficiency has been a consistent goal of financial services organisations. Techniques such as Lean have been adopted with significant success in many organisations.
However, recent research indicates that the pure application of such techniques, which were originally designed for the manufacturing sector, can be detrimental to customer experience when applied to service organisations.
In essence, process optimisation motivated primarily by a desire for cost reduction can lead to decisions which are detrimental to customer service.
Meanwhile , the behaviour of the financial services consumer continues to evolve; more sophisticated, more demanding and more likely to complain or transfer their business if their expectations are not met. Simultaneously, financial services organisations are recognising the true lifetime value of customer retention; looking to cross-sell and up-sell to their existing customer base.
In this context, what financial services organisations need is the confidence that their business critical process change programmes will enhance customer experience not acting to its detriment.
The key to drive business change successfully is direct and continuous engagement of the customer within the change process. Customers are the ultimate arbiters of the success of change initiatives – their “voice” can not only be a compelling reason for change but, properly engaged, an extremely effective shaper of that change.
Friday, October 24, 2008
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