MethodologyDimension VOC: Voice Of the Customer

• All your Change Story will be driven by your Customers need

• Learn how to know them, how communicate & collaborate with them to build a relationship based on trust

Key points: initiate your Change Story with your Customer’s most important expectations

Voice of the

Customer

Performance Management

& Organisation

Skills

Mindset & Behaviour

ProcessEfficiency

50% LEANThe 5 dimensions of the Change Story

First, understand your Customers needs

Voice of the CustomerPut your Customer at the center of your activity

Know your Client, to ensure you deliver what he wants, when he wants, how he wants

Know your Client, to define & prioritise your activity accordingly

• What he wants: quality

• When he wants: time

• At the cost he wants: cost

How?

• customer interview: usually with the most important ones

goal: qualitative (quotes, comments, …)

• customer survey: with the rest of the panel

goal: quantitative

• build your Kano model:

goal: find the key customer’ expectations to properly prioritise the team work

Warnings:

• If many clients …

• If many different client types …

• Interview is time consuming …

• Survey is also time consuming if you have to chase people …

Time

Quality Cost

Project

Key points: see Lean for Services by J. Womack & D. Jones

KANO model for External clientsmap the team’s current performance regarding their client’s most important expectations

• Delighters: what can make the difference with competitors and make you win the competition!

• Dissatisfiers: if you don’t do the minimum, not worth enter the competition

• Satisfiers: you are in the pack, you might be one of the front runners … or not

The key points: for external customers, focus on Dissatisfier and Delighters.

Place your customer expectations & where is your service/software on the Kano graph

KANO model for Internal clientsmap the team’s current performance regarding their client’s most important expectations

• Dissatisfiers: if you don’t do the minimum, assess the impact for your business, what is the cost?

• Delighters: might be over quality. To optimise your budget, refocus your budget on Dissatisfier & Satisfier

• Satisfiers: you are in the pack

The key points: for internal customers, focus on Dissatisfier. What is the cost?

Place your customer expectations & where is your service/software on the Kano graph

Better know your CustomersGeneral structure & planning

• As much as possible, let the team do the job: they need to build trust with Customers and be

autonomous after your leaving

• Train them to give the knowledge, Coach them during all the steps (learn by doing)

The key points: segment properly your businesses, Sponsors & End users. Who are your most important

Sponsors & Key End Users? Why? Give facts.

DIA

GN

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ISD

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Satisfaction survey(quantitative)

• Identify customers (SIPOC)

• Prepare a questions list

• Ask your main Sponsor an official

introduction message

• Launch esurvey early

Interviews(qualitative)

• Identify key customers to interview

• Prepare theme & question list

• Book appointments

Build your Kano

&

Start writting the

Change Story

• Analyse answers

• Define levers to implement

• Prioritise with an impact/feasibility

matrix

Setup regular

communication

channels

• Define the new Vision

• Create a communication pack.

Content: survey, interview results &

main initiatives

• Give a feedback to interviewees

Survey introduction

• To get some answers, ask for an official

communication of your main sponsor to the

customer’s panel

Before interview

• Draft a SIPOC

• Use the SIPOC to define who are the most

important clients

• Short the most important clients by

importance (budget, risk, volume of request,

…)

During interview

• Explain Lean mission objectives

• Use customers’ esurvey responses

• Always ask customers to give examples

Change management: you want to change

externally & internally. So, communicate your

Change Story accordingly. Your Change Story

is key to succeed to on-board people (your

team, your partners), to improve your

leadership.

SIPOC: map your main activities, Processes, Suppliers & CustomersExample on IT activities

• List the main activities

• List the main Customers & Suppliers segment

The key points: segment properly your businesses, Sponsors & End users

Translate the SIPOC into Customer’s mapExample of Customer segment

• Prepare the list of names for interview

• Prepare the list of names for electronic survey: get the validation from the Sponsors

The key points: segment properly your businesses, Sponsors & End users. Categorise them so that we

are listening and taking notice of the right voices

Example of Customer categories you might consider

• Internal/External

• Global/Local

• End user/Sponsor

• Product or service representatives

Interview & surveyExample of Questionnaire: for Operation

• For consistency reason, I advise to use the same questionnaire for electronic survey & interview

• Interview will bring qualitative answers (usually from sponsors)

• Electronic survey will bring quantitative answers (usually from End Users)

The key points: if you have to contact external Customers, inform and ask Communication department

how to do it

ID Category Question

1 Basic data Role, team, location.

2 Basic data How often do you use the service offered by the team?

3 Overall team assessment Overall team rating?

4 Overall team assessment How important is the service provided by this team to you.

5 Overall team assessment Do you have good visibility of cost base/justification for the team?

6 Overall team assessment What does the team do well?

7 Overall team assessment What could the team do better?

8 Overall team assessment What is the team not doing that you would like them to do?

9 Prioritisation What is you highest priority area?

10 Prioritisation What is your second highest priority area?

11 Prioritisation What is your lowest priority area?

12 Team Mandate & Responsibilities I have a clear understanding of the team's responsibilities

13 Responsiveness The team are available when I need them.

14 Customer Management I have sufficient visibility over the team's activity.

15 Customer Management I have clearly identified points of contact within the team

16 Customer Management Interactions with me are professional and efficient.

17 Customer Management I have confidence in the team.

18 Customer Management? The work prioritisation process is effective.

19 Knowledge of client activity and needs The team has a good knowledge of my business domain/ activities.

20 Knowledge of client activity and needs The team has a clear understanding of my needs

21 Timeliness Work is delivered on time.

22 Quality Overall output quality is:

23 Quality The balance between speed of delivery and quality is right.

Interview & surveyExample of Questionnaire: for IT (1/3)

• Start to understand who is the interviewee

• 5mn to present himself, its department

• Assess the importance of his interaction with the service / software

The key points: if you have to contact external Customers, inform and ask Communication department

how to do it

Interview & surveyExample of Questionnaire: for IT (2/3)

• Explore the Development activity

• Rate the different themes

• Rank the different themes

The key points: 1 hour might be short to cover all the questionnaire. Coach the interviewer to rhythm

correctly the interview to complete it.. A reserve on TOP sponsor who might like to lead the interview

Interview & surveyExample of Questionnaire: for IT (3/3)

• Explore the Support activity

• Rate the different themes

• Rank the different themes

The key points: at the end you should have a quite clear view on what are the TOP 3 main themes of the

interviewee and his satisfaction level

Start to frame your Change Story: we are you regarding your Customer’s expectation?Example of restitution: meaningful with a key Vision

• Quality, Time to Market and Responsiveness are the 3 most important expectations for the Customers

• Quality & Responsiveness are greatly satisfied

• Opportunity to spent less time on ‘level of interaction’ & ‘conduct’ to improve the ‘Time to Market’

The key points: use appropriate figures and graphs to show your conclusion

Start to frame your Change Story: we are you regarding your Customer’s expectation?Example of restitution meaningful with a key Vision

• Use visual management tools to ease data analysis & key conclusions

• For instance in this matrix, 2 quarters are important: Progress opportunity & Potential over delivery

• Give you ideas where find some capacity and where use it to improve your customer satisfaction

The key points: use appropriate figures and graphs to show your conclusion

Start to frame your Change Story: we are you regarding your Customer’s expectation?Example of restitution: not so meaningful, not so useful

• Spot the red zone

• What conclusion can you get?

• If the restitution is not key, either remove it or move it to the appendix

The key points: not all the restitution help to take the good decision. Compared to the 2 previous ones,

this detailed restitution is helping you to find the ‘So What?’ message?

Compile and analyse resultsHow to use the ranking & weight to calculate the TOP 3 most important themes? (1/2)

• If you ask the weight of customer segment in terms of importance, you should use it properly

• Otherwise, it will be as if all the segment had the same weight

• If you do so, some important Customer might not be happy at all during the restitution

The key points: define the right Vision as it will the backbone of your Change Story

•You have segmented your interviewees into categories

•You have defined with them their weight in terms of importance

How find the TOP 3 most important questions taking into account both ranking & weight of people?

Compile and analyse resultsHow to use the ranking & weight to calculate the TOP 3 most important themes? (2/2)

• The TOP 3 questions is

• Question 1 first (score: 52.5), Question 3 (score: 21.5) and then Question 2 (score: 20)

The key points: define the right Vision as it will the backbone of your Change Story