Organization. June 12, 2013

Transcription

1 Organization June 12, 2013

2 Organization What could it be?! What does it mean?! What will it do?! It ll change everything. 2

3 Organization is the secret sauce to success How top organizations make CRM stick Culture and People Change Management Sponsorship Data Governance Business Process Change Assessments Defined Project Objectives Program Governance Funding Management Multi-phase Execution Roadmap Organizational Realignment Chance of success 8% +33% +58% Start Strong Disciplined Approach Focus on Lasting Change August 2009, nearly 400 business leaders worldwide, Success drivers explained 65%. Low percentage indicates activities common to high and low performers. High percentages indicate activities more unique to top performers 3

4 The Connected CRM Framework (CCF) Segment Strategy Customer Strategy Portfolio Strategy Program Strategy These strategies are then translated into actionable media and channel plans that result in highly personalized, targeted experiences What data, systems, tools and technologies will be necessary? Infrastructure Media Planning Experience Delivery Targeting & Personalization Channel Planning Experience delivery performance is continuously attributed across media and channels which, in turn, drives optimized budget allocation Organization How we organize and what capabilities and business processes are necessary Financial Management Measurement & Attribution Budget Allocation Financial management informs customer strategy and experience delivery decisions as a closed loop process 4

5 What is organization? What is it? Organization is how the company aligns to the customer vision and performs connected CRM across the enterprise. Why s it so hard? It s not capital intensive or expensive and is frequently an after-thought. It s the squishy stuff, hard to quantify, and goes hand-in-hand with change 5

6 Organization LEADERSHIP ALIGNMENT Real Sponsorship * Alignment * Financial Materiality How to capture and sustain executive support INTEGRATED COLLABORATIVE WORKGROUPS Accountabilities * Process * Success Metrics * Linkages How to determine who does what at every level HIGH PERFORMING TEAM Top Talent * Training * New Roles How to make the vision real for your people FRONT LINE EMPOWERMENT Service Standards and Values * Leveraging technology * Acting locally How to do the right things for your customers 6

7 Leadership Alignment Leadership Alignment CRM The most effective CRM organizations are driven by effective leaders who align executives to a shared CRM vision, provide true sponsorship, establish meaningful financial goals, and secure budget holder commitments. it s about real sponsorship, alignment, and financial materiality 7

8 Executive Sponsorship CRM Permission Sponsorship 8

9 Senior management need to get CRM and what it means to the future. CRM Senior Management Attitude on CRM Critical, way of life 25% 36% Rationale tool 22% 32% Top Growth Organizations Lower Growth Organizations 9 For study download and additional findings, visit

10 Financial Commitment is important, but financial materiality is critical CRM Funding case You need to know when the investment and returns start to matter for your organization 10

11 Executive alignment around the CRM vision is critical. CRM If the answers to all of these are NOT green, you have work to do. Reality Check Each executive both understands AND buys into vision Not at all To a great degree CRM vision is clearly articulated and communicated Vision is translated for each business unit and channel Each executive has skin in the game Incentives and metrics are in place for a sense of shared success and failure 11

12 Organization at a glance: Integrated Collaborative Workgroups Integrated collaborative workgroups Integrated approach to CRM execution, breaking down business silos, including clear responsibilities and accountabilities, defined processes, aligned success metrics, and effective handoffs and information flows. it s about accountabilities, processes, metrics and linkages 12

13 The greatest challenge for integrating workgroups -- breaking down silos How does each group perform and engage with each other workgroups, including partners? Responsibilities and Accountabilities Business Processes and Outputs Aligned Success Metrics Handoffs and Information Flows Specific responsibilities and accountabilities for each workgroup. Processes, automation, tools and techniques utilized to perform responsibilities. High profile and exception metrics to incent and drive collaboration among workgroups. Workgroup positioning relative to other groups, including info flows, incentives, budget and production cycles. Integrated collaborative workgroups 13

14 Responsibilities & Accountabilities: Adding customer objectives has major implications for integration. Old Way Key decisions between product and channel New Way Increased focus on customer objectives Product Objectives Product Objectives Customer Objectives Channel Objectives Channel Objectives In well run organizations, handling scope overlap is clear New handling rules must be defined 14

15 Responsibilities & Accountabilities: Decision-making is the most core Who gets to decide what and when? How are conflicts in direction reconciled? Objectives needing reconciliation within an organization Product Channel / Distribution Segment Geography Operational Don t let business-as-usual trump decision leadership Cautions Decision hierarchy is ill-defined Transparency is weak Consequences aren t well managed Regulatory 15

16 Responsibilities & Accountabilities: Clarity is needed at all levels RACI Approach R Responsible Who is assigned to perform the work. CRM A Accountable C Consulted Who makes the final decision. There is only one A. Who must be consulted before a decision or action is taken. Leadership RACI I Informed Who must be informed that a decision or action has been taken. Workgroup RACI Used in Defining span of authority/org Identifying required skills Expectations setting Managing performance Defining roles and workgroups Hiring and training requirements Role RACI 16

17 Organization at a glance: High Performing Team High Performing Team Right people with the right attributes and competencies in place, along with the right training and incentives and the willingness to adapt new roles in the organization. it s about top talent, training, and new roles 17

18 Enablement and empowerment through skills development Hands on, interactive training to both change agents as well as front line employees Workshops Call center training Aspiring Professionals Mature Women Affluent Digital Training ASPIRING PROFESSIONALS MATURE WOMEN AFFLUENT LAID BACK LONER ASPIRING PROFESSIONALS

19 Example New Role: Marketing Technology Office (MTO) Marketing Technology Office examples Option #1 Option #2 Option #3 Marketing-focused team within IT Role between marketing and IT to coordinate activities Marketing technology group within marketing MTO Responsibilities Set marketing technology strategy Develop marketing applications Measure performance & return of marketing technology Draft technology requirements and conduct vendor selection Conduct audits of customer data and marketing applications Manage technology vendors and partners 19

20 Organization at a glance: Front Line Empowerment Front Line Empowerment True competitive advantage will go to organizations that empower their employees to deliver the right customer experience based on their needs and value. it s about service standards and values, leveraging technology and acting locally 20

21 Front Line Empowerment How to enable customer-facing employees and partners to do the right thing for customers at point of interaction? Service Standards and Values Leverage Customer Technology Think Globally, Act Locally Clear values, service standards, and an organizational attitude that reflects the brand. Technologies to direct employees, capture customer feedback from digital sources, and respond quickly. Localized marketing tools and processes. Front Line Empowerment 21

22 Service Standards and Values: A Tale of Two Companies Highly centralized Command-and-control Teach operational standards and tactics Focus on standardization and efficiency More decentralized Oriented towards empowerment Teach service standards and values Focus on communicating the right attitudes 22

23 Leverage customer technology: Enhancing existing interactions for expanded revenue Branch system advises bank tellers on next best offer 23

24 Think Globally, Act Locally: Leverage data, analytics and social media Stella s Diner! ½ Price Dinner Offer! Tonight Only June 12, 2013 Stellas_Diner Joe Smith, Manager 24

25 Key take-aways Leadership Alignment CRM it s about real sponsorship (not permission) and true leadership Integrated collaborative workgroups it s about who does what at every level High Performing Team it s about making the vision real for your people Front Line Empowerment it s about enabling your frontline people to do the right things for customers

26 ORGANIZATIONAL STRUCTURE SESSIONS 11:40am 12:10pm Driving Enterprise Adoption of Segmentation Strategy (Live Oak) Sanjay Mehra, VP, Analytics & Customer Management, MetLife Leah Van Zelm, Principal Consultant, Management Consulting Group, Merkle 11:40am 12:10pm Creating a Culture of Customer Centricity (Cypress) Stephen Driscoll, VP, Value Communication, AARP Thomas Begin, VP, Insurance & Wealth Management Practice, Merkle 11:40am 12:10pm The Gecko and CRM: Balancing a Strong Brand With 1:1 Marketing (Dogwood) Keith Slonski, Internet Marketing Director, GEICO Anne Bodnar, Manager, Database Marketing, GEICO Dean Westervelt, Sr. Director, Quantitative Marketing Group, Merkle Thank you! 26