Customer Experience and Outside In

Right now, in this precise moment, you are delivering an experience to your customers. Do you know if it's positive or negative? Do you know if your customers are happy, unhappy, and why?

A good graphic representation and summary :)

Call Centres - that is of itself Inside-out. How you may be measuring the wrong things.

When you say "call center" what do you think of?

Yes just that somewhere to receive and process calls from that most inconvenient of sources - the customer. To compound matters we then measure the efficiency of a call center based on production/factory metrics that tell us how quick/slow/effective/productive we are in dealing with calls. Doh.

The call center is just another customer interaction point, or Moment of Truth and should be optimized accordingly. Is everything going on in there helping to achieve a Successful Customer Outcome (SCO)? or we just trying to maximize calls per hour, average handle times, abandoned rates, increase associate productivity, and so on.

A recent discussion in a thread purporting to be about the customer experience suggested these following measures for the enlightened call centre. How many are factory output measures, and how many are actually constructively helping to achieve a SCO?
Try marking in red factory and green for SCO. Yes I know, hopeless isn't it?

Next time we will review a case study of someone operating an Outside In Customer Experience Centre. I like that - what about you?

Typical measures in a call centre...
Average Handle Time
Adherence to Schedule
Quantity/Quality of Work (Errors)
Occupancy
Service Level (Thresholds for Volume, Average Speed of Answer, ABD%)
Call Quality (Score)
First Call Resolution
Voice of Customer
Self-Service Usage (vs. Inbound Usage)
Cost Per Call
Training Hours (% of Working Hours)
Labor Turnover
Forecast Accuracy
Revenue Generation
Span of Control
360 Degree Satisfaction (Engagement)
Leadership Effectiveness
Succession Planning

The Power of Words

What could you say today in your meeting people that completely reframes the meaning?

What do people say to you and how could that have been said better?

Clara H. Scott (1941-1897) put it very nicely..

Open my eyes, that I may see 
glimpses of truth thou hast for me; 
place in my hands the wonderful key 
that shall unclasp and set me free.

Enjoy the video and open your eyes ;-) 

Introduction to Outside-In Thinking

The Challenge
If we consider the challenges of succeeding in business in the 21st century, most major companies would come up with a similar list:

When they talk about their customers
> Competition is fierce, global and increasing.
> Customers have become rebellious, they realise they have the right to alternatives and they frequently exercise that right.
> Customers have high expectations, they demand more and unless that demand is met they will go elsewhere.
> Customers demand choice, comprehensive information and the best price.

When they talk about their operations
> Operations, structures and business flows are becoming ever more complex
> The process of change is becoming ever more complex as the obvious improvements are delivered and the focus is on looking for new improvements often with diminishing returns
> A significant proportion of change projects under-perform and do not achieve the desired outcome
> There are so many alternative methods to effecting change out there it is difficult to select which one makes most sense for my business

When they talk about their overall business performance
> I fundamentally believe I offer a superior product and/or service but I’m still struggling to make the returns I believe possible
> I strive to be a market leader, I believe we have the capability to be a market leader but the issues above prevent me from getting there
> It is difficult to markedly cut my costs without impacting my service levels
> The impact of the global recession has affected my business and our fortunes won’t markedly improve until the business environment improves.

There may be additional comments however this is typical of observations from companies all over the world.  And it is getting worse.
It isn’t though we don’t have choice in improvement approaches.  As of 2011 there were over 6000 improvement methodologies all geared to helping organisations improve performance.  How do you decide which one works best? 

How do you ensure sustained business improvement when the average CEO in the 21^st century lasts 3 years and each new regime brings fresh ideas but a lot of the same issues?

Origins of Outside-In
Despite all the issues documented above there have been companies who have regularly ‘bucked’ the trend and posted great business results, grown significantly and sustained that growth.  For example SouthWest Airlines posts 58 consecutive quarters of profit when most of their competition made huge losses – in the case of Delta this has been billions AND more than once ‘achieved’ in just a quarter!

Apple have introduced innovative new products and regularly posted impressive results and increasing market share when organisations like Motorola who used to be one of the main players in the mobile handset market have dramatically suffered despite having gone through numerous iterations of business improvement.

Outside-In has been built on the approaches and lessons learnt from those companies who have managed to beat the competition and moreover delivered market beating results on a sustained basis.  The approaches and techniques have been developed to be easily applied even to those organisations that have already been through numerous change iterations and believe they are as efficient as they could expect to get.

What is Outside-In in the context of the BP Group?
1. Outside-In is a philosophy and method of managing an organisation by understanding and delivering Successful Customer Outcomes.
2. Outside-In Process optimizes value-delivery to customers. By fusing customer-driven process with customer-centric strategies, O-I creates successful customer outcomes (SCOs) – the foundation for achieving sustainable growth and profitability in an increasingly buyer-driven marketplace.
(Customer ProcessOne Council, May 2010)

There are many accreditations in the process space. This BP Group community is sponsored by www.bpgroup.org (not for profit) which in turn advocates the Certified Process Professional qualification
(http://www.bpgroup.org ).
There are four levels of recognition:

• Certified Process Practitioner (CPP-Practitioner)
• Certified Process Professional (CPP-Professional)
• Certified Process Master (CPP-Master)
• Certified Process Advanced Master (CPP-AdvMaster)

A significant part of that hands-on learning is focused on Outside-In and includes discussion of various methods such as CEMMethod http://www.cemmethod.com)

There is a rapidly developing cadre of people and organisations delivering Outside-In training, consultancy and advisory services with case studies, presentations and podcasts at http://www.oibpm.com

The 20th Annual BP Group conference will have a strong flavour of Outside-In with notable organisations who are the pioneers of Outside-In present and delivering case studies, tutorials and workshops.

Not least of which is the fifth book - Outside-In, now in its third edition (http://www.outsideinthesecret.com)

Outside-In Themes
Outside-In has been developed with a number of supporting themes designed to help the organisation apply and deliver business improvement on a sustained basis.

Exclusive focus on Successful Customer Outcome
The approach we have distilled from global leading companies, which we call Customer Expectation Management Method (CEMMethod^TM), has a set of principles and philosophy that ensures everything you do is aligned to and improves the SCO. CEMM helps an organization bring their processes, systems, strategy and people into ‘outside-in’ alignment.

Every company in business today will impact Successful Customer Outcome to a degree – they have to otherwise customers would not buy.  Outside-In is built on the philosophy that the better a company understands Successful Customer Outcomes the more business it will win as a result.  Further applying the thinking takes you to places (i.e. business opportunities) that your competition has never been able to exploit and perhaps never thought about.

Apple are producing applications that people never thought they needed whereas Nokia who have built what they believe is a technology superior mobile phone has had to re-think their approach to business amidst falling revenues and margins.  Southwest are close to the era of the free flight ticket and enjoying consistent profitability whereas British Airways are going through possibly the worst business fortunes in its history.  If you think about it, an airline is a business which are made up of the same commodity components – similar aeroplanes, customers with roughly the same wants/needs, airports with the ability to offer the same services (if they choose) – yet some operators are flying high and others are sinking towards government bailout or bankruptcy.  Both southwest and BA will claim customer centricity but Outside-In defines the important outcome components that are critical to business success and under this lens it becomes very clear that BA is left wanting.

Efficient delivery of the SCO
Outside-In is designed on the premise if a process or operation does NOT contribute to the Successful Customer Outcome - you don’t do it!  On first analysis this may appear a difficult to rationalise in a practical sense – most organisations have non-customer facing departments – how can the principle of the SCO still apply?

Non customer facing business areas may not directly ‘touch’ the customer but they are almost always connected to customer facing areas as a support or policing function.  Unless these non-facing customer departments are also aligned to the SCO then at best they carry out unnecessary tasks which increase the cost base and at worst significantly prevent the achievement of the SCO.
Examples of how non-customer facing can impact the SCO:

• An HR department for a software company might change the rewards that the sales function receive to better align with the SCO. This encourages active qualification and delivery against real customer needs rather than traditionally on revenue contracted which may cause non-customer centric behaviour (to get ‘a deal’ leaving a legacy of problems and reduced future business potential downstream).
• The finance department with a good understanding on expense run rates may have a trust based process for all expenses within a specified threshold for the sales and delivery teams.  The cost of extra expenses is more than off-set by reduced manual effort and the sales/delivery functions left to focus on their core objectives.
• A printing company may decide to remove all its print shops because the customer can now define exactly how he/she wants the delivery to look via a simple downloadable print tool and the SCO says the delivery comes to a place of my choosing when I want – I no longer have to go anywhere to discuss/review/pick-up etc
• A lift manufacturer may decide to outsource the manufacture of its lift doors but not the open/closing mechanism because the door itself can be produced to the specification required and the implication on the SCO is easy to control.
• A fashion company may decide to centralise its production operations close to its operational headquarters rather than the traditional low cost production centres in China because it can facilitate high velocity in its design to shop floor objective that the customer demands.

These are simple examples as a means to illustrate but in most organisations who have not been put through the ‘Outside-In lens’ there are numerous other examples, which traditional techniques e.g. Six Sigma and Lean fail to identify.

In other words Outside-In thinking helps firstly to identify work that does not contribute to the SCO – which is removed, and secondly helps identify work that does contribute to the SCO and optimises.

Organised to sustain performance change focus
Outside-In is more than a series of tools and techniques to view and improve our business.  It is designed as ‘practical thinking’ or a ‘business attitude’ to be orientated to as much of the business that the practitioner or management requires.  If implemented to the greatest degree then a company may design and represent its organisation charts around the customer with the customer as the driving central theme.  It may represent performance measures using Outside-In measures as its KPIs.

The thinking does not prevent other techniques from being used in analysing and improving our business but it does ensure Successful Outcome is maintained as a central theme even when CEO’s, boards and senior managers change.  If focus is only maintained at a tools and techniques level they tend to be pigeon holed into a specific silo and more likely to become forgotten or ignored as the latest panacea for change raises its head.

Taking the Complexity out of how we view our business
One of the issues that change practitioners face is that of the underlying complexity of the business we are trying to improve or change.  When we move from high level management representations to process detail, a much more complex picture emerges which we have defined on the basis on that’s what we do.  But if we look at that process again from the customer viewpoint then the process is very different.  Outside-In shows that the way we traditionally view process is an illusion and prevents us from viewing business in a way to enable significant change.  Viewing what we do from the perspective of the customer enables us to think of performance change initiatives that would never been possible if we had studied our business from the traditional left to right top to bottom basis inherited from the industrial era.

How many changes to the way we do business seem obvious once we have identified what they are but somehow eluded us when we are looking at our businesses as a ‘haystack’ of processes?

Developing a methodology we can all apply
Sustained change is best effected if it can be articulated in a way the whole organisation can understand and be part of.  Keep it simple.Too many people surround themselves with a jargon and levels of complexity in an attempt to create mystique around their work. This is confusing, expensive and debilitating.

The thinking, tools and techniques within Outside-In can be applied directly to our own organisations after less than a week of training.  The terminology used can be adopted if necessary across an enterprise although in reality many will apply the tools and making changes without ever having to be too specific as to the techniques used.  This may range from the individual improving performance to a broader remit such as influence with change programmes at the corporate level.  Change which the whole organisation can relate to and understand is more likely to succeed than change prescribed by specialists using consultantese.

The world’s most successful organisations are often characterised as those where the staff are seen to be driving and feel part of the business.  Giving staff a practical understanding of the techniques that enable change will turn change into an opportunity rather than a perceived threat.

Success Measures aligned to business delivery
Ultimately any change has to be judged under the measures that directly relate to the business – revenue, cost base, shareholder value, market penetration as well as softer but still important qualitative measures e.g. customer satisfaction, market reaction, analyst appraisal.

Outside-In can impact all of these measures and moreover simultaneously – this is referred to as the Triple Crown.

… more soon …

Join us: http://www.bpgroup.org

 

ALL THINGS PROCESS - The BPGroup Update

Dedicated to the Certified Process Professional® 
http://linkd.in/CertifiedProcessProfessional ** Latest Coaching: http://www.bpmbox.com

Link with Steve Towers: http://bit.ly/SteveTowersLink

This time it is the LAUNCH OF OIDASH (Web based CEMMethod toolkit) + Poll Results + New

Articles and....

1. Latest presentation: BPM & Enterprise Architecture presentation (AW2011 conference)
http://slidesha.re/SteveTowersKeynote
Delivered at the iCMG Bangalore event in June

2. Poll Results: Who makes the decisions on Process Improvement in your company
http://linkd.in/ProcessExcellencePoll

3. OIDash - the online tool for CEMMethod and Certified Process Professionals :-)
For a limited time so sign up now and be the first to ebefit from the extensive beta testing

program.
http://linkd.in/OutsideInDashboard

4. Top Rated & Popular Articles:
http://linkd.in/BPMTopRated

5. Upcoming Events:

IQPC BUSINESS EXCELLENCE SUMMIT
Delhi, India, September 22-23: http://bit.ly/IndiaBPM

IQPC BPM LEADERS MEETING
Amsterdam – October 20-21: http://bit.ly/BPG18_Leaders

IT WEB ANNUAL CONFERENCE
Johannesburg – October 12-13: http://bit.ly/SouthAfricaBPM

BPGROUP CONFERENCE IN ASSOCIATION - WITH IQPC – PEX 2010
Lake Buena Vista, Florida - Jan 16-19: http://bit.ly/PEX2012

Contact our James out Chief Customer Officer and team on +44 2081 333 509, or email them on
csa@bpgroup.org


Ciao,
Steve (Steve.towers@bpgroup.org)

BPM Success in difficult times

BPM success in difficult times

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Moments of Truth - An overview

Moments of Truth Perth2009

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CEMMethod(tm) Overview

CEMMethod(tm) Overview

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EA Meets BPM | Webinar | Top Rated Articles | 18th Annual Conference

Today's LInkedIn membership count is 3,992 - 211 Ongoing Discussions

** NEW Webinar **
Outside-In 101 Webinar Thursday 15th July - http://bit.ly/OutsideIn101

** News **
New Sub Groups - Enterprise Architecture Connections
BP Group 18th Annual Conference Heads-up | Book your diary in Orlando January 17-21, 2010 | Register your Interest now and save $1600 - http://bit.ly/BPGroup18
Certified Process Professional - Optimising your profile - http://bit.ly/ProcessProfessional -

** Top Discussions **
- Hypothesis: EA Really Needs BPM - Steve Melville http://bit.ly/EAneedsBPM
- Is EA useful to improve the impactfulness of BPM? Nick Mallick http://bit.ly/EAandBPM
- Business Process Improvement Programme pointers please http://bit.ly/cmjyZ0
- 'What is the most destructive aspect of management that you have encountered?' http://bit.ly/dqrEbg
- Memorable Process Quotes - http://bit.ly/ProcessQuotes

** New Sub Groups **
- Welcome to the BP Group led by Charles Bennett - http://bit.ly/9FDzJk
- Enterprise Architecture Connections (EA Connection) - Over 60 members in 4 days led by Steve Melville - Join http://bit.ly/EAConnections

** David Mottershead Hosts New Zealand CPP Programme in August | EARLY BIRD ENDS JULY 9 |
Auckland - Aug 30-31 - http://aucklandcpp.eventbrite.com/
Wellington - Sep 2-3 - http://wellingtoncpp.eventbrite.com/

** New Articles **
Advantages & Disadvantages of BPM - in association with Vlerick Business School (Gent, Belgium)
Research question posted by Dr. Ir Dirk Deschoolmeester
http://bit.ly/9rI5uY

Outside-In is a business imperative (Steve Towers)
http://bit.ly/cbszHM

** 2010 Certification & Training programme**
http://www.bp2010.com

All the Best, Steve Towers, BP Group Founder

*Your BP Group Board of Advisors*
Dick Lee - USA (North) | John Corr - UK | Sunil Dutt Jha - India & SE Asia | Steve Towers - USA (South) | Charles Bennett - Middle East & UK | David Mottershead - Australia

*Your BP Group Managers*
Erika Westbay - USA | Janne Ohtonen - Finland | Nick Harvard - UK | Stephane Haelterman - Belgium | Paul Bailey - Germany | Martina Beck-Friss - Sweden | Mark Barnett - USA | Steve Melville - USA

BP Group June Update

You can review the latest in Business Process Change including books, conferences, research and community at


http://www.towersassociates.com/BPGroup_Update_June2010.html

The Successful Customer Outcome - Illusion or Practical toolkit?

Einstein pointed out "We cannot solve our problems with the same thinking we used when we created them." and that is central to todays challenge.

Accordingly we advocate using the Successful Customer Outcome (SCO) Mapping approach which goes beyond accepted wisdom and begins the process of linking EVERYTHING to the SCO. It is an easy to use technique that creates specific measurable outcomes at a personal. process and business level.

We include the SCO Mapping approach in CPP Level 2 ( http://www.bp2010.com ) however if anyone wishes to review, discuss and participate we're hosting a free to attend webinar on April 15 -
Join here http://bit.ly/dAWoYb

Align your processes with Business Strategy?

Some very well meaning people should haul themselves into the second decade of the 21st century. A thread over on the ABPMP (yes I am a member) says...

I quote "For anyone who has not done so, I believe it's well worth your time to have a look at the standard for strategy ("The Business Motivation Model"):
Also an OMG standard, but you probably don't want to read about business stategy in UML(!). I believe a good number of your questions about 'alignment' can be answered simply by looking into the core concepts of strategy."

Arrgghh.

Let's get really clear here. if you business strategy is dumb you will align to the wrong things (go ask GM about that).

Much better to align to Successful Customer Outcomes (and they become your strategy) ala Proctor & Gamble and J&J.

A very recent article on this theme in HBR by Roger Martin, Dean of Rotman School of Management "The Age of Customer Capitalism" - Page 59. You can see the synopsis and link here > http://hbr.org/ < or visit Roger's site at http://rogerlmartin.com/

I would also recommend Roger's book for the readers amongst us..The Design of Business. A refreshing read from someone up there in academia :-)

Enterprise Management System development through Process Mapping

This presentation was delivered by Marjolein Towler, Director of Consultas in Perth, Australia. Taking a refreshing perspective on process chaos, especially in the context of the process owner - Queen Victoria. Can you spot the Outside-In perspective ;-)

Download from this link

BPM in the Front Line - presentation

Havana Abid is one of the UK's top Operations Directors. With a reputation for no nonsense Havana's story of how one UK bank weathered the Global Financial Crisis is an example to us all.

BPM success in difficult times

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Moments of Truth - Latest perspectives

Delivered in Perth, September 2009

Moments of Truth Perth2009

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Moments of Truth - a presentation from Perth, Australia - Business Analysis World

We have updated the Moments of Truth overview in the context of the latest Business Analysis World conference in Perth, just completed.

You can access the presentation from this link
http://www.customerexpectation.com/MomentsofTruth_Perth2009.pdf

For more on the CEMMethod(tm) visit
http://www.cemmethod.com

For more on becoming qualified as a Certifed Process Professional visit
http://www.bp2009.com

Join the discussions on the BP Group Linkedin area at
http://www.linkedin.com/groups?gid=1062077

Are You Prepared to Practice 3-Dimensional Process?

Dick Lee, Principal, High-Yield Methods
dlee@h-ym.com; www.h-ym.com

Recently I posed the title question in the BP Group on Linkedin (http://bit.ly/3Lhw7).

The comments from a group of process professionals, largely unknown to each other prior, “struck oil” by drilling down deep and hitting core issues facing process today. But first, the premise behind the question.

Two circumstances are forcing changes in how we practice process. First, business has largely depleted the pool of significant process improvement opportunities in manufacturing. Second, the vast majority of employees in developed economies (over 90% in the U.S.) work outside of manufacturing, most in office and service (O/S) settings. Hence, the rapid rise in the importance of long-neglected O/S process.

For a number of reasons, fully capitalizing on O/S process improvement opportunities requires different skill sets and tools than for manufacturing. One example–O/S settings include many decision-making knowledge-workers, who can’t (and won’t) be saddled with “fixed process” designed to minimize variances rather than support decision-making. Another–process has a much wider scope in the O/S than in manufacturing. Rather than deal with one primary independent dimension, “how” work is performed, O/S process has four: “how,” “what,” “who” and technology design. It’s a huge stretch for manufacturing approaches to touch these additional areas, and it’s but a tangential touch at that.

Bottom line, process professionals can’t just tweak traditional manufacturing process design methods and expect stellar O/S outcomes–a point underscored by both Six Sigma and Lean consistently underperforming in O/S settings. And to paraphrase my question, I was really asking readers: “Are you ready to move beyond Six Sigma and Lean and adopt new, O/S-specific process approaches, which not surprisingly are “outside-in” methods?

The answers are bi-polar.

The discussion thread revealed two discrete factions of process professionals:
1. The “movers,” anxious to explore to explore new O/S process.
2. The “stayers,” zealously protecting the value of their Six Sigma (especially) or Lean training.

This divide reflects what numerous other discussion threads on BP Group reveal. The latter group denies any shortcomings in their traditional approaches for addressing O/S process, responding to challenges by citing this or that add-on feature that makes their method O/S-ready. The harsh reality of so many underperforming or non-performing O/S implementations belies these claims, but some of these folks have their heels dug in deep.

However, the former, “movers” group makes many interesting points favoring moving past Six Sigma and Lean.
• Assessing EA (enterprise architecture) plays a key role in O/S process design
• Increasing employee empowerment is also factors in
• As does reducing managerial involvement (especially at the supervisor level)
• O/S process has to leave companies flexible and agile to quickly respond to customer and market changes
• Both Six Sigma and Lean are “technology challenged”
• Technology is not a “silver bullet,” but it “greases the rails”

This group makes many more points, almost all showing they’re chomping at the bit.
Unfortunately (or fortunately), this and other threads reveal a growing split in the process community between the “movers” and the “stayers” – enough so that we may soon see a bifurcated process industry. Is that bad? And which way do you lean?

The Tip of the Process Iceberg

Most process improvement techniques focus on only a small portion of the improvement potential in every process… the tip of the iceberg if you will. How big is the opportunity resting out of our sight, hidden below the waterline of current practices?

Recent research by the BP Group suggests that 70 to 90 percent of the work people do comes directly from process Points of Failure and Causes of Work and this work is NOT part of the “job” for which these people were hired! Instead, this is non-value add work that takes away from people’s ability to do their job.

Does this sound familiar? Can you identify places where these Points of Failure and Causes of Work are distracting you from what you really want to be doing?

Are you required to fill out this form, check up on that order, or follow-up on those activities? Do you get tasked with finding the answer, knowing the rules, fighting that fire or explaining why you did this or that?

Fixing Effects (the tip of the iceberg) only gets us so far. To create real change in how efficiently we use our time requires us to focus on eliminating the Causes of Work (the rest of the iceberg). This is the first step we must take in aligning our businesses for success in the 21st Century.

More on the Causes of Work at http://bit.ly/VJN8V

The 2009 BPM Webinar Series - FREE - click the ones you want

Click your choice and register.. for the latest additions and Registration see www.bpgroup.org

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Going Outside-In at American makes for a better customer experience.

Managing Expectations, achieving Successful Outcomes and optimising a Moment of Truth.

American Airlines is going all plastic onboard, following the example set by Southwest in 2008.

John Tiliacos, American's managing director of onboard products explains

"From our perspective and from our customers' perspective, it makes transactions smoother for both our customers and flight attendants," he said. "Flight attendants in particular don't have to have correct change when the customer doesn't have the exact amount."

Tiliacos said American believes the change will potentially bring in more revenue, and flight attendants may be able to earn more commissions by selling food on board.

"Flight attendants will print out receipts when requested, a boon for business travelers who need to put in for reimbursement of their expenses. "

This is a fairly important Moment of Truth, so let's examine it.
The 'old' process created lots of work for American, the reconciliation of cash, the processing of the inventory, the interaction with customers and obtaining the correct amount and providing the necessary change, the security of the cash collected, the training of the staff, the hand over of the cash in the airport and so on.

All these sub processes carry a cost, slow things down and create a messy customer interaction. From a customer point of view there are issues related to carrying 'change' (notes or coins, what about security, is it in the bag above, or one of the pockets in my jacket?) and potential inconvenience with other passengers.

This Moment of Truth (MOT) is the Cause of Work, and also a Point of Failure (within the CEMMethod we explicitly identify those) however we can not easily remove this MOT. We can however significantly improve it. Moving to 'plastic only' massively simplifies the interaction, reduces costs and improves service.

The Successful Customer Outcome is an easier target to hit everytime, as we reduce the number of internal handoffs and simplify the associated business rules.

A minority of customers may argue that this reduces customer choice, and they would be correct, however the cost of providing that choice for less than 20% of cash paying passengers is a cost everyone else has to bear in the ticket price. By creating a cleaner 'expectation' the service can be optimised further by offering, say, big ticket items, tracking buyer behaviour (much easier now) and further improving the technology to provide at the MOT related operational information (to encourage more purchases, build affinity, add value to the experience etc.).

This is a fine example of how existing processes can be transformed to 'outside-in' to win that triple crown (simultaneously reducing costs, enhancing service and ultimately improving revenue).

From a customer perspective you are making my life easier, simpler and more successful.
Well done American!

References:
BP Group - Global not for profit business club with 32,000 members - FREE membership, join at

LinkedIn - BP Group discussions, presentations, toolkits, video, downloads

Successful Customer Outcomes - Articles

Customer Expectation Management Method (CEMMethodtm)

Business Process Professional - Certified BPM Training

Summer Webinar Series (free to BP Group members)

Contact the author - Steve Towers
web - www.stevetowers.com
linkedin - www.linkedin.com/in/stevetowers
twitter - http://twitter.com/stowers
email - steve.towers @ bpgroup.org