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Now Research Development OfficerUniversity of Warwick
• The research explored how climate perceptions and affective reactions at the organizational, team and individual level influenced service performance via the use of Social Exchange Theory and the concomitant Rule of Reciprocity.
• The data set was gathered via a large scale (127 organizations and over 3000 employees) quantitative survey and was analyzed via Confirmatory Factor Analysis and Structural Equation Modelling.
• The proposed Psychological Process to Performance Model was tested via a series of competing nested models.
Also predicts the implications for a business that doesn’t change
Diagnosis
Operating strategies.Operating structures.Managing practices.Perceptions, feelings and behaviour of customers, staff, managers and leaders.End-to-end service performance.Quality.Innovation and change ability.Customer centricity.Leadership.
Prognosis: Service Performance
PredictabilityLong-term profitability.Work outcomes.Employee performance.Job satisfaction.Customer perceptions of service quality.Quality improvements.Commitment.Absenteeism and turnover.Organisational adaptability.
Work-Climate: Thinking Feelings and Behaviour of Customers, Employees, Managers and Leaders
Mass Customisation. This is a variation of the one-size-fits-all. The employee helps the customer select from a fixed menu of options. The customer experience and employee engagement, however, are relatively low.
Mass Specialisation. Customers must know which service they want, where to obtain it and integrate each one from different sources. Since employees possess deep specialist knowledge, they will engage customers at a much higher level, and the customer experience is personal and solutions standard.
Mass Adaptation. The Customer Value Enterprise® The service will provide personalised advice to suit the individual. Employee skills are high and they will integrate and combine all solutions on the customers’ behalf in unique combinations, resulting in high customer and employee engagement. The customer experience is personal and unique.
Mass Production. A one size fits all service has low variety offerings , employee skills are basic and customer engagement is transactional.
Navigator Suite ™ Landscapes
Climetrics® Landscapes
CHARACTER OFFERINGSCUSTOMER EXPERIENCE
EMPLOYEE EXPERTISE
IMPROVEMENT RESPONSIBILITY
MANAGEMENT FOCUS
COMPETITIVE BASIS
LEADERSHIP FOCUS
Customer ValueEnterprise ®
Personalised, individual,Bespoke.Unique.
Flexible Offerings
Customer experience is personal and unique
Co-Creation of solution design
Expert Broad knowledge to provide integrated solutions
Front-line experimentationand Learning
Creativity, expertise, new products and services.
Customer outcomes.Problem Solving
Trusted advisor and expert
Integration
Business Outcomes
Listen and adapt
The DepartmentStore
More choice from a variety of standard offerings
High level of customer interaction to identify needs and situation
Specific and deep specialist knowledge and skills
Front-line staff
Managers
Developing staff knowledge
Capture and reuse solutions
Effectiveness
In-depth specialities connected to expert networks
Economies of Scope
Consultative
The Pizza Parlour
Fixed menu with simple options
Discuss simple needs and available options.Low customer involvement during solution design
Understand basic option configurations
Central Change Teams
Managers
Cost, efficiency and Coordination
Commodity Driven
Emphasis on providing value-add and choice
Direct and Control
The Bus Low Variety Transactionaland Processed
No customer involvement in solution design
Basic ImprovementBoards
ImprovementSpecialists
SuggestionSchemes
Employee utilisation, cost reduction, work intensification.
Commoditised
High Volume
Low Margins
Economies of Scale
Command and Control
MassProduction
MassCustomisation
MassSpecialisation
MassAdaptation
Weak MassProduction
MassCustomisation
Customer Value Enterprise®
MassSpecialisation
WeakE
nga
gin
gLearn
ing
OrganisationalUnderstanding
Sharing intelligence within the function
Sharing intelligence with other functions
Sharing intelligence with senior managers
Autonomy
Customer facing activity
Intelligence gathering
Sharing team intelligence
Lead
ing
Imp
rovin
g
Customer Value Enterprise®
MassSpecialisation
Weak Weak MassProduction
MassCustomisation
PerformanceManagement
Leadershipapproach
Responsiveness to customer issues
Implementing ideas to better serve
customers
Employee influence on improving service
Employee influence on work practices
Employee influence on other functions
Employee influence on end-to-end
processes
Global IT and Applications Company: Before Transformation
Climetrics®Towards Listen and Adapt Towards Direct and Control
Global IT and Applications Company: After Transformation
Climetrics®Towards Listen and Adapt Towards Direct and Control
References , influences and acknowledgements.Book Sense and Respond: The Journey to Customer Purpose. Parry, Barlow, Faulkner (Palgrave Macmillan)
Landmark Education and the Landmark Forum www.landmarkworldwide.com
The Human Side of Enterprise Douglas McGregor Annotated and Updated by Joel Cutcher-Gershenfeld
Beyond McGregor’s Theory Y: Human Capital and Knowledge-Based Work in the 21st Century Organization Kochan, Orlikowski, Cutcher-Gershenfeld http://mitsloan.mit.edu/50th/pdf/beyondtheorypaper.pdf
Service Climate and Customer Intelligence Workers. Parry and Fisher (2006)
The Essential Deming. Leadership Principles. Orsisni (McGraw Hill)
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Statement Before % After %
Understanding our services allows me to take effective action. 42 100
Understanding the customer improves my commitment. 14 83
Understanding customers helps me make better decisions. 15 95
It is my job to share information with my peers and managers. 0 63
I help my organisation understand what customers value. 0 82
My manager supports my decision when I have customer data. 0 49
The management team is committed to improving the quality of work 17 50
Statement Before % After %
I am involved in decision making. 28 45
I make decisions with the customer in mind. 14 67
My data improves the quality of decision making. 0 83
I can improve processes and methods to serve the customer. 15 65
I use customer data to help managers make better decisions. 17 63
I am confident making decisions with customer data. 13 66
I understand how the whole organisation works for customers. 16 68
Climetrics® Survey: Telco before and after highlights