Many are interested in the formation and improvement of customer experience, but its intricacies perplex how this could be managed. The simple answer seems to be more data. Statements such as “If you can’t measure it, you can’t improve it” and “Knowledge is power” have valuable kernels of advice, but faulty interpretations have led to masses of unused data due to sheer volume or a lack of meaning. This second post follows on the first and concentrates on methods to find the right customer experience metrics, how to utilise those indicators to drive better business, and a concrete approach called Value Creation Model to make sense of customer experience.
One core tenet of DevOps is to make data-driven decisions to maintain high quality under the pressure of frequent production deployments. This calls for no-nonsense metrics and a DevOps dashboard that gives actionable insights on what you should fix to improve quality or speed, every day.
The next big thing on this planet will be ecosystem thinking among businesses as well as society. Ecosystem thinking will allow us to ensure future competitiveness and our capacity to change.
It’s not too hard to get a senior executive to buy in Lean, at least on a superficial level. Reducing waste, building quality in, nurturing a culture for respecting people, encouraging innovation, focusing on the lead times and relentless improvement – yes, sounds good! The essence of flow, the changing role of leadership … hmm … those tend to require a bit more digesting.
