The fact that some businesses take an inside-out view of their operations - a view that is consumed with internal processes and everyday business hurdles – is totally understandable. Such businesses are so immersed in the challenges of the here and now that stepping back to view the bigger picture always seems like a project for another time.
But the truth is, those organisations that are willing to step-back – to look from the outside in – are the ones most likely to win when it comes to delivering a great user experience. And a great user experience is a very strong hand to play in today’s competitive landscape.
This outside-in approach puts the customer experience at the heart of operations and ensures that any decisions made are done so with the customer firmly in mind. We’re working with clients across all document-intensive sectors to help them identify typical customer journeys and to map-out what elite looks like across critical interactions.
The really good news is that when journeys have been mapped and areas for improvement identified, transforming from legacy to elite can happen swiftly – and with very little involvement from over-burdened IT teams.
In many cases the thinking has already been done, and easily edited plug-and-play designs and connecting interfaces exist for hundreds of interactions. So, for example, having identified customer onboarding as a critical touchpoint for development, a business can work with pre-configured digital interactions and templates to drive omnichannel improvements against this particular process.
Think of other ‘use cases’ that might require a strategic rethink – the provision of digital statements and invoicing, processing customer requests for support, migrating payment plans, change of address processing, and many, many more. Our expertise lies in helping businesses set their specific vision and then guiding them step-by-step in way that is practical and minimises the risk.
Transforming the way you connect with customers really can be a rapid process – in some instances, transformations can be up and running in fewer than three months. And it’s not a case of sweeping change happening all at once. Instead, obvious quick-wins can be prioritised, with additional development taking place at a pace that suits.
Taking that initial step back and viewing operations from an outside-in perspective might seem like an overwhelming task at first. But with the right guidance and support, businesses will be wondering why they didn’t make this strategic move earlier.
