● for teams to realise the difference between what “they say” and what “they do” with the customer
● to reduce the gap between satisfaction indicators and the real quality of service
● to turn “control-based” structures into service production flows
How often do we hear that we are not “customer focused”?
Many work teams climb aboard the bandwagon of agile techniques in order to implement new management approaches and put the customer at the centre. But when these “instruments” are implemented without a shift in paradigm of the agents involved, the results and their effectiveness are rather uneven.
The participation of those who make it possible is crucial, but what always ends up happening is that what is put into practice is not what we say should be done but rather the usual ingrained models of hierarchy-separation-control.
We propose impactive experiences in which participants become aware of these models in a pragmatic way and finally construct processes and structures that benefit the customer and organisation.
Customer Journey Map, Design Thinking, Agile, Socio-Technical Design, Conference: Integrating Teams, Tasks and Customers©