talent management - Blog - Global Risk Community2024-03-28T08:30:35Zhttps://globalriskcommunity.com/profiles/blogs/feed/tag/talent+managementStrategic Organizational Culture Transformation with the Cultural Web Modelhttps://globalriskcommunity.com/profiles/blogs/strategic-organizational-culture-transformation-with-the-cultural2023-11-13T14:57:13.000Z2023-11-13T14:57:13.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><a href="{{#staticFileLink}}12291114868,RESIZE_1200x{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}12291114868,RESIZE_710x{{/staticFileLink}}" width="710" alt="12291114868?profile=RESIZE_710x" /></a></p><p>Organizations that neglect to establish a precise delineation of their organizational culture often succumb to the influence of the culture itself when determining its own trajectory, leading to frequent conflicts, negative emotions, and incongruity.</p><p>"<a href="https://flevy.com/browse/flevypro/4-types-of-corporate-culture-3478">Workplace culture," "corporate culture," and "organizational culture"</a> are interchangeable terms. The terms refer to the combined beliefs, values, attitudes, and behavior that define an organization and its people. It is demonstrated through the collaborations and interactions among the leadership, management, staff, and clients of an organization.</p><p>When considering the <a href="https://flevy.com/browse/marketplace/vision-mission-and-values-5926">mission, vision, and values</a> of an organization, corporate culture is often impacted by the characteristics and dispositions of its employees and executives. The capacity to <a href="https://flevy.com/browse/flevypro/6-pillars-of-talent-management-5271">attract and retain talent</a>, Innovation, performance, and market competition are all profoundly influenced by the corporate culture. An organization with a positive corporate culture has employees who are more dedicated, involved, and inspired. On the other hand, organizations that exhibit a hostile or negative organizational culture are more likely to experience dissatisfaction, disengagement, and decreased productivity among their employees.</p><p>There are several benefits associated with improving the organizational culture, including increased employee retention, streamlined recruitment of qualified personnel, the cultivation of a positive work environment, and enhanced performance and <a href="https://flevy.com/browse/flevypro/triple-bottom-line-tbl-7281">bottom line</a>.</p><p><a href="https://flevy.com/browse/flevypro/cultural-web-model-7801">The Cultural Web model</a>, which was developed by Kevan Scholes and Gerry Johnson in the 1990s, is a theoretical framework utilized to evaluate and gain an understanding of the organizational culture within a company. Coordination of efforts to modify or realign the organizational culture with strategic objectives, as well as to address cultural obstacles that impede progress, is facilitated by the model.</p><p>The identification of the foundational beliefs, values, and assumptions that impact the conduct and engagements of both individuals and organizations within a business is facilitated by the model. The framework facilitates the strategic identification of organizational culture issues and the development of interventions that promote the intended cultural shift.</p><p>The framework delineates 6 interconnected components that constitute a workplace paradigm. A thorough evaluation of these elements promotes understanding of the wider framework of an organization's culture:</p><ol><li><strong>Stories</strong></li><li><strong>Rituals and Routines</strong></li><li><strong>Symbols</strong></li><li><strong>Organizational Structures</strong></li><li><strong>Control Systems</strong></li><li><strong>Power Structures</strong></li></ol><p><a href="{{#staticFileLink}}12291115667,original{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}12291115667,RESIZE_710x{{/staticFileLink}}" width="710" alt="12291115667?profile=RESIZE_710x" /></a></p><p>Let’s dive deeper into the first 3 components, for now.</p><p><strong>Component 1: Stories</strong></p><p>This constituent may be defined as the organization's collective memory. Significant insights into an organization's values can be gleaned from its narratives. The component may consist of an all-encompassing account of the organization's history, current state, the achievements of its key personnel, and firsthand testimonies from staff members regarding their time spent at the company.</p><p>These narratives and stories frequently shed light on the fundamental principles upheld by an organization, as well as the conduct that is regarded as commendable in the professional setting.</p><p><strong>Component 2: Rituals and Routines</strong></p><p>This component concerns habitual and recurring actions that are sanctioned and valued within an organization. Routines can also be conceptualized as expectations imposed on staff members, encompassing their daily arrival and departure times as well as the tasks they perform during the course of the workday.</p><p>Employees gain understanding of expected conduct and established norms of behavior in the work environment through their exposure to a variety of repetitive scenarios. While the constructiveness of such conduct is a matter of debate, it has nonetheless become the prevailing norm within the organizational culture.</p><p><strong>Component 3: Symbols</strong></p><p>This component is comprised of visual indicators that convey the organization's identity and core values. This relates to the visual manifestations of the organization, such as logos, the work environment ambiance, and dress codes (classical or casual). These visual representations hold immense cultural significance for the organization, its consumers, and individuals at large.</p><p>This element is represented by the visual communication, branding, and industry-specific terminology of an organization. The mental image that is constructed in the thoughts of both employees and consumers when they contemplate the organization is composed of symbols.</p><p>Interested in learning more about the other components of the Cultural Web Model? You can download <a href="https://flevy.com/browse/flevypro/cultural-web-model-7801">an editable PowerPoint presentation on Cultural Web Model here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><p><strong>Do You Find Value in This Framework?</strong></p><p>You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives.</p><p>For even more best practices available on Flevy, have a look at our top 100 lists:</p><ul><li><a href="https://flevy.com/top-100/strategy">Top 100 in Strategy & Transformation</a></li><li><a href="https://flevy.com/top-100/organization">Top 100 in Organization & Change</a></li><li><a href="https://flevy.com/top-100/consulting">Top 100 Consulting Frameworks</a></li><li><a href="https://flevy.com/top-100/digital">Top 100 in Digital Transformation</a></li><li><a href="https://flevy.com/top-100/opex">Top 100 in Operational Excellence</a></li></ul><p> </p><p> </p><p> </p></div>3 Key Skills To Succeed as An Independent Consultanthttps://globalriskcommunity.com/profiles/blogs/3-key-skills-to-succeed-as-an-independent-consultant2023-04-12T19:00:18.000Z2023-04-12T19:00:18.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p> </p><p class="MsoNormal"><a href="{{#staticFileLink}}11027130453,RESIZE_1200x{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}11027130453,RESIZE_710x{{/staticFileLink}}" width="710" alt="11027130453?profile=RESIZE_710x" /></a>A number of business professionals choose independent consulting over corporate employment each year. For them, a career in independent consulting means a flexible schedule, the opportunity to be their own boss, and the fulfillment of their complete potential. For some people, independent consulting involves utilizing their genuine skills.</p><p></p><p class="MsoNormal">Independent consultants provide consulting services independent of a consulting firm. They utilize their own experience to assist an individual or organization in <a href="https://flevy.com/browse/flevypro/management-consulting-problem-solving-process-1690">solving problems</a> or achieving objectives more efficiently and effectively.</p><p></p><p class="MsoNormal">There are a number of additional reasons why an individual may decide to engage in independent consulting:</p><p></p><p><span><span>•<span style="font:7pt 'Times New Roman';"> </span></span></span>Lack of confidence in one's ability to influence the business world.</p><p></p><p> </p><p><span><span>•<span style="font:7pt 'Times New Roman';"> </span></span></span>A desire to increase earnings.</p><p></p><p> </p><p><span><span>•<span style="font:7pt 'Times New Roman';"> </span></span></span>The feeling of having no influence over one's existence.</p><p></p><p> </p><p><span><span>•<span style="font:7pt 'Times New Roman';"> </span></span></span>Absence of opportunities for <a href="https://flevy.com/browse/flevypro/personal-development-action-plan-2220">personal growth and skill improvement</a>.</p><p></p><p> </p><p><span><span>•<span style="font:7pt 'Times New Roman';"> </span></span></span>A sense of insignificance as a member of the team.</p><p></p><p> </p><p><span><span>•<span style="font:7pt 'Times New Roman';"> </span></span></span>Dismissal or unemployment.</p><p></p><p> </p><p><span><span>•<span style="font:7pt 'Times New Roman';"> </span></span></span>An ambition to launch personal business or become an entrepreneur.</p><p></p><p class="MsoNormal">However, the majority of newcomers to independent consulting lack the essential knowledge and skill sets for success; as a result, the 5-year failure rate for independent consultants is approximately 85%. Such high failure rates among independent consulting industry newcomers necessitate a reevaluation of the industry's success factors.</p><p></p><p class="MsoNormal">To be successful as a freelance consultant, one must master the three essential skills comprising the Success Triangle:</p><p></p><p class="MsoListParagraphCxSpFirst" style="text-indent:-0.25in;"><span><span>1.<span style="font:7pt 'Times New Roman';"> </span></span></span><strong>Consulting Skills</strong>:<span> </span>These competencies qualify a professional for <a href="https://flevy.com/browse/flevypro/corporate-entrepreneurship-program-development-5414">entrepreneurship</a>. Interpersonal abilities, Project Management, Data Analysis, Structured & Technical Writing, and <a href="https://flevy.com/browse/flevypro/the-innovation-process-3625">Innovation</a> are fundamental consulting skills.</p><p></p><p class="MsoListParagraphCxSpMiddle" style="text-indent:-0.25in;"><span><span>2.<span style="font:7pt 'Times New Roman';"> </span></span></span><strong>Business Skills</strong>: <span> </span>These skills, such as Strategic Development, Financial Planning, Management, and <a href="https://flevy.com/browse/flevypro/6-pillars-of-talent-management-5271">Talent Management</a>, are essential for commencing a career as an independent consultant.</p><p></p><p class="MsoListParagraphCxSpLast" style="text-indent:-0.25in;"><span><span>3.<span style="font:7pt 'Times New Roman';"> </span></span></span><strong>Technical Skills:</strong> <span> </span>These skills are just as important for an independent consultant as Business Strategies, Market Research, Competitor Analysis, <a href="https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738">Strategic Planning</a>, Diagnosis, and Risk Analysis and Mitigation.</p><p></p><p class="MsoNormal"><a href="{{#staticFileLink}}11027141273,original{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}11027141273,RESIZE_710x{{/staticFileLink}}" width="710" alt="11027141273?profile=RESIZE_710x" /></a></p><p class="MsoNormal">Prior to beginning autonomous consulting, rarely will a person possess equal proportions of all three competencies. Some professionals are competent in two of these skills, which compensates for their lack of proficiency in the third. For long-term success, each of these three competencies must be carefully considered and thoroughly mastered.</p><p></p><p class="MsoNormal">The three essential competencies form the basis of the Success and Consulting Triangles.</p><p></p><p class="MsoListParagraphCxSpFirst" style="text-indent:-0.25in;"><span><span>•<span style="font:7pt 'Times New Roman';"> </span></span></span>The <strong>Success Triangle</strong> implies that the three essential competencies of Technical, Consulting, and Business must be given equal weight. <span> </span></p><p></p><p class="MsoListParagraphCxSpLast" style="text-indent:-0.25in;"><span><span>•<span style="font:7pt 'Times New Roman';"> </span></span></span>The <strong>Consulting Triangle</strong>, however, pronounces consulting as a profession, a process, and a business. Independent consultants must therefore possess or rapidly acquire technical, consulting, and business skills.</p><p></p><p class="MsoNormal">Combining the Success and Consulting Triangles facilitates the mapping of a consultant's expertise in three crucial areas. Enclosing the triangles within a circle facilitates the proficiency evaluation of each competency. This configuration is known as the <a href="https://flevy.com/browse/flevypro/consulting-competencies-circle-ccc-6983">Consulting Competency Circle</a>.</p><p></p><p class="MsoNormal">The Consulting Competencies Circle framework aids in determining a business professional's readiness for independent consulting. A scale for each skill set included in the Consulting Competency Circle facilitates the evaluation of a consultant's strengths and weaknesses and helps to approximate his or her proficiency and level of expertise in the three competency domains.</p><p></p><p class="graf">Interested in learning more about the Consulting and Success Triangles? You can download <a href="https://flevy.com/browse/flevypro/consulting-competencies-circle-ccc-6983" target="_blank">an editable PowerPoint presentation on Consulting Competencies Circle (CCC) here </a>on the <a href="https://flevy.com/browse" target="_blank">Flevy documents marketplace</a>.</p><p></p><p class="graf"><strong>Do You Find Value in This Framework?</strong></p><p></p><p class="graf">You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library" target="_blank">FlevyPro Library</a>. <a href="https://flevy.com/pro" target="_blank">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives.</p><p></p><p class="graf">For even more best practices available on Flevy, have a look at our top 100 lists:</p><p></p><ul type="disc"><li class="MsoNormal" style="line-height:normal;"><a href="https://flevy.com/top-100/consulting" target="_blank">Top 100 Consulting Frameworks</a><p></p></li><li class="MsoNormal" style="line-height:normal;"><a href="https://flevy.com/top-100/strategy" target="_blank">Top 100 in Strategy & Transformation</a><p></p></li><li class="MsoNormal" style="line-height:normal;"><a href="https://flevy.com/top-100/organization" target="_blank">Top 100 in Organization & Change</a><p></p></li><li class="MsoNormal" style="line-height:normal;"><a href="https://flevy.com/top-100/digital" target="_blank">Top 100 in Digital Transformation</a><p></p></li><li class="MsoNormal" style="line-height:normal;"><a href="https://flevy.com/top-100/opex" target="_blank">Top 100 in Operational Excellence</a><p></p></li></ul><p class="MsoNormal"></p><p> </p><p> </p></div>Artificial Intelligence (AI) Strategy: 5 Top Prioritieshttps://globalriskcommunity.com/profiles/blogs/artificial-intelligence-ai-strategy-5-top-priorities2021-10-01T11:23:43.000Z2021-10-01T11:23:43.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><a href="https://flevy.com/browse/flevypro/digital-transformation-artificial-intelligence-ai-strategy-2866"><img class="alignright size-medium wp-image-2203 align-right" src="http://powerpointing-templates.com/wp-content/uploads/2021/10/AI-2-225x300.jpg" alt="AI-2" width="208" height="277" /></a>Artificial Intelligence (AI) is one area considered by many executives to enable Automation and steer positive growth. A couple of years ago, most executives thought that deployment of Artificial Intelligence isn’t a big deal. However, revamping traditional systems, implementing AI, and scaling it, in reality, is not as simple as it seems.</p><p>A survey by PwC Research in 2020, which gathered responses of 1062 business leaders, validates that scaling and industrializing AI is not straightforward at all. Only 4% of the respondents asserted that they plan on implementing organization-wide AI in 2020. A year earlier, the same survey revealed 20% of the executives planning to do that. The survey shows a significant decrease in the number of senior leaders thinking of executing AI.</p><p>The reason for this dwindling interest in AI deployment is mainly because of the tough prerequisites necessary—contemplation, resources, preparedness, overhauling legacy systems, and integration of technology applications—for enterprise-wide AI implementation.</p><p>A robust AI Implementation Strategy needs to be first devised in order to assist the organizations in moving forward with their AI deployment plans. Research reveals <a href="https://flevy.com/browse/flevypro/artificial-intelligence-ai-strategy-top-priorities-5883">5 key priorities of AI Strategy</a> that businesses should follow to position themselves as AI leaders and reap value from Transformation in future. These priorities not only highlight the key requirements for AI deployment but also pinpoint ways to maximize pay offs associated with the initiative:</p><ol><li><strong>Boring AI</strong></li><li><strong>AI-ready Workforce</strong></li><li><strong>Responsible and Ethical AI</strong></li><li><strong>AI Operationalization</strong></li><li><strong>Business Model Innovation</strong></li></ol><p><a href="https://flevy.com/browse/flevypro/artificial-intelligence-ai-strategy-top-priorities-5883"><img src="https://flevy.com/blog/wp-content/uploads/2021/09/AI-Strategy-Priorities.png" alt="" width="595" height="450" /></a></p><p>Let’s delve deeper into a few of these key priorities.</p><h3><strong>Boring AI</strong></h3><p>One of the key reasons to employ AI, as cited by PwC research, is to automate routine administrative functions—e.g., using AI to pull information from tax forms, bills of lading, or invoices that can otherwise take up long hours of human effort. 44% of respondents revealed that AI will help them operate more efficiently.</p><p>To ensure AI adds <a href="https://flevy.com/browse/stream/value-creation">value</a> to the business, leaders should develop a strategy to identify the areas where AI can have a much deeper impact; build capabilities to do that; develop AI solutions, govern them, and embed them with existing systems.</p><h3><strong>AI-ready Workforce</strong></h3><p>Building or enhancing the capabilities of the workforce to become AI ready is critical today not only for technology enterprises but also for other businesses. Organizations should identify the skills required for AI and train their people to deploy AI solutions.</p><p>However, thinking of achieving this through traditional means of offering training sessions isn’t a viable strategy to tap the opportunities offered by AI. In addition to training people, organizations should cross-skill their people in multiple trades and provide them the opportunities to apply and hone in the skills learnt. In fact, organizations should reward people who apply what they learn into real-time problem-solving and productivity enhancement.</p><h3><strong>Responsible and Ethical AI</strong></h3><p>AI can be perilous if adequate understanding of its responsible use and necessary procedures to protect against its risks and negative usage are not taken. There are growing apprehensions around AI related risks e.g., biased algorithms, facial recognition tools, and deep fakes. As per PwC survey, a large majority of respondents, using AI routinely, declared readiness in their organizations in terms of taking sufficient measures to protect against AI risks.</p><p>However, in reality most organizations are quite far from implementing controls around data and decisions generated using AI. Just about 33% businesses mentioned having the ability to fully tackle risks associated with data powering AI, AI models, outputs, and reporting. It is imperative to have rigorous <a href="https://flevy.com/browse/marketplace/complete-guide-to-risk-management-mor-437">Risk Management</a> processes in place to effectively use AI in the workplace and address the risks associated with it. AI risks can be mitigated by integrating processes, tools, and controls needed to address AI bias, explainability, security, accountability, and ethics.</p><p>Interested in learning more about the other key strategic priorities essential for AI deployment readiness? You can download <a href="https://flevy.com/browse/flevypro/artificial-intelligence-ai-strategy-top-priorities-5883">an editable PowerPoint on <strong>Artificial Intelligence Strategy: Top Priorities </strong>here</a><span style="text-decoration:underline;"> </span>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><h3>Do You Find Value in This Framework?</h3><p>You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:</p><blockquote><p>“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”</p><p>– Bill Branson, Founder at Strategic Business Architects</p></blockquote><blockquote><p>“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”</p><p>– David Coloma, Consulting Area Manager at Cynertia Consulting</p></blockquote><blockquote><p>“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”</p><p>– Roderick Cameron, Founding Partner at SGFE Ltd</p></blockquote></div>3 Obstacles Hampering Organizational Agilityhttps://globalriskcommunity.com/profiles/blogs/3-obstacles-hampering-organizational-agility2021-09-28T04:40:00.000Z2021-09-28T04:40:00.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><img class="alignright size-medium wp-image-2198 align-right" src="http://powerpointing-templates.com/wp-content/uploads/2021/09/Obstacle-1-300x200.jpg" alt="Obstacle 1" width="300" height="200" />Agile is a robust approach to <a href="https://flevy.com/browse/stream/value-creation">value creation</a>. More and more organizations are adopting Agile Software Development approach.</p><p>Becoming Agile is imperative to meet and exceed customer expectations and emerging business trends. Implementing the <a href="https://flevy.com/browse/flevypro/five-beliefs-of-agile-development-2833">Agile approach</a> to Software Development leverages significant benefits, including:</p><ul><li>Rapid design and development of new product and service offerings</li><li><a href="https://flevy.com/browse/stream/process-improvement">Revolutionizing processes</a></li><li>Managing talent</li><li>Reforming organizations</li></ul><p>However, Agile alone is not enough. Agile Transformation can slip-up as Agile teams can stagger while working together and depending on others. In order to become an effective <a href="https://flevy.com/browse/flevypro/digital-organizational-design-3189">Digital organization</a>, companies have to steer clear of the obstacles that bog down the rapid progress of Agile software development. These <a href="https://flevy.com/browse/flevypro/organizational-obstacles-to-agile-5876">organizational obstacles</a> to Agile include:</p><ol><li><strong>Rigid Technology Architecture</strong></li><li><strong>Poor Talent Management</strong></li><li><strong>Lack of Product Mindset</strong></li></ol><p><a href="https://flevy.com/browse/flevypro/organizational-obstacles-to-agile-5876"><img src="https://flevy.com/blog/wp-content/uploads/2021/09/Agile-org-obstacles.png" alt="" width="595" height="450" /></a></p><p>Overcoming these barriers necessitates sincere harmonization, persistent effort, and commitment from the business and technology leadership. Anticipating and addressing these major organizational obstacles is integral to becoming Agile.</p><p>Let’s discuss these obstacles in detail.</p><h3><strong>Rigid Technology Architecture</strong></h3><p>Using and expanding the same old codes and plugging gaps with software patches renders the IT Architecture cumbersome and unyielding, at most organizations. Many organizations have outdated systems to manage operations and facilitate their customers. The integration of these outdated systems with modern applications and IT architecture isn’t easy, making them inflexible. Most of these systems and aps are inter-reliant and connected. A small change in a code has serious implications on other connected applications.</p><p>IT executives have to consider a number of factors before modernizing their IT architecture. These factors include potential value envisaged from the new architecture, requirement for new functionalities, risk of disruption, complications involved in the process, extent of fragmented data, and costs. Based on thorough evaluation of these factors, executives select one of these 4 common approaches to revolutionize their IT architecture:</p><ul><li>Inaction<strong> – </strong>The investment in overhauling certain applications is thought to be nonviable as their impact is considered insignificant in the overall architecture.</li><li>Integrate<strong> – </strong>Uncover the old system’s essential function / elements and connect them with modern systems using interfaces (APIs).</li><li>Overhaul<strong> – </strong>Modify the design of applications—e.g. dissecting the code into distinct, autonomous sections and eliminating any hard-coded values.</li><li>Replace<strong> – </strong>Design innovative applications and deploy latest architecture (e.g. micro-services).</li></ul><h3><strong>Poor Talent Management</strong></h3><p>Most leaders understand the importance of finding and staffing top talent in becoming Agile. However, outdated <a href="https://flevy.com/browse/stream/human-resources">HR Management</a> practices at some organizations become a major hurdle in attracting and retaining talented individuals. The issue with IT management at most technology firms in the recent past was their shortcoming in visualizing the problems through a business perspective. This led to the depletion of technical capabilities due to hiring of more and more people with strong business sense, but inadequate technological prowess.</p><p>Another factor compounding the talent deficit is entrusting the hiring function to external contractors by scores of IT organizations. This practice, although, assists in staffing talent and gaining new capabilities promptly, but diverts much of the executives’ time in supervising the external contractors. This leaves little time for them to acquire new technical skills and gives the contractors too much control over <a href="https://flevy.com/browse/stream/innovation">innovation</a>. Outsourcing the software maintenance to 3<sup>rd</sup> parties is another factor that leads to poor accountability and <a href="https://flevy.com/browse/flevypro/6-pillars-of-talent-management-5271">Talent Management</a>.</p><p>To mitigate these issues, technology companies need to transform, strengthen their technical capabilities, eliminate dependencies on 3<sup>rd</sup> parties, and clearly define responsibilities.</p><p>Interested in learning more about the obstacles to becoming Agile? You can download <a href="https://flevy.com/browse/flevypro/organizational-obstacles-to-agile-5876">an editable PowerPoint on <strong>3 Organizational Obstacles to Agile</strong> here</a><span style="text-decoration:underline;"> </span>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><h3>Do You Find Value in This Framework?</h3><p>You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:</p><blockquote><p>“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”</p><p>– Bill Branson, Founder at Strategic Business Architects</p></blockquote><blockquote><p>“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”</p><p>– David Coloma, Consulting Area Manager at Cynertia Consulting</p></blockquote><blockquote><p>“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”</p><p>– Roderick Cameron, Founding Partner at SGFE Ltd</p></blockquote></div>Customer Experience (CX) Pyramidhttps://globalriskcommunity.com/profiles/blogs/customer-experience-cx-pyramid2021-05-01T02:15:00.000Z2021-05-01T02:15:00.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><img class="alignright size-medium wp-image-9094 align-right" src="https://flevy.com/blog/wp-content/uploads/2021/04/CX1-200x300.jpg" alt="" width="200" height="300" />Most organizations aren’t ready to deliver great Customer Experiences across all channels. Many of them have invested heavily in conventional methods of doing business, backed by in person or over-the-phone customer experience. This has led to creation of siloed operational structures within companies, where each silo operates individually.</p><p>With the advent of digital channels, these organizations set out to use and proffer their services via digital channels. They did this by creating discrete digital-product groups in their existing operational infrastructure. However, their siloed infrastructure falls short of meeting customers’ requirements in terms of seamless communication and interaction across all channels. The reason being:</p><ul><li>Customers’ utilization of multiple channels and touchpoints across Customer Journeys.</li><li>Requirements of personalized services / products by the customers.</li><li>Anticipation of impeccable coordination and communication by the customers no matter how they interact with the business.</li></ul><p>This necessitates the businesses to not only provide great Customer Experiences at each channel, but also make the transitions across these channels simple to improve the overall Customer Experience (CX). However, improving the overall Customer Experience isn’t that simple a feat, especially with silo-based operational infrastructures. Providing consistent amazing Customer Experience warrants:</p><ul><li>Creation of a robust operational ecosystem through <a href="https://flevy.com/browse/stream/transformation">Transformation</a> of internal operations, to respond quickly to customers’ expectations.</li><li>Meticulous design and delivery of Customer Experiences.</li></ul><p>Most organizations understand the significance of Transforming their Customer Experience—however, they lack the direction and support required to realize this goal. Organizational leadership can make use of the <a href="https://flevy.com/browse/flevypro/customer-experience-cx-pyramid-5602"><strong>Customer Experience Pyramid</strong></a> to guide their CX Transformation.</p><p>The Customer Experience Pyramid is an empirical research based framework, which is quite effective in not only improving individual touchpoints but streamlining the entire Customer Journeys. The CX Pyramid entails 2 core dimensions:</p><ul><li>Focus Areas – the organizational spheres that must change to enable provision of amazing digital Customer Experiences.</li><li>Strategic Building Blocks – the strategies that define how this change can take place and made part of the organizational processes to deliver exceptional Customer Experiences.</li></ul><p>The 4 Focus Areas crucial in a business to change in order to deliver top-quality Digital Customer Experiences at scale are:</p><ol><li><strong>Vision and Strategy</strong></li><li><strong>Talent Management </strong></li><li><strong>Operations </strong></li><li><strong>Technology </strong></li></ol><p><a href="https://flevy.com/browse/flevypro/customer-experience-cx-pyramid-5602"><img class="aligncenter size-full wp-image-9093" src="https://flevy.com/blog/wp-content/uploads/2021/04/CX-Pyramid.png" alt="" width="1002" height="752" /></a></p><p>Let’s discuss the first 2 individual Focus Areas of the CX Pyramid in detail for now.</p><h3><strong>Vision and Strategy</strong></h3><p>Redirecting focus on making Customer Experience a part of the <a href="https://flevy.com/browse/stream/culture">Organizational DNA</a> necessitates creating a Vision statement and Strategy to depict, clarify, and plan out the purpose and objectives of serving the customers. The senior leadership needs to come up with a short and crisp Vision statement. The Vision sets out the foundation that reflects the leadership’s focus, importance the organization gives to Customer Experience, and the high-level objectives associated with the provision of quality Customer Experiences.</p><p>Next, the leadership should work on <a href="https://flevy.com/browse/stream/strategy-development">developing strategies</a> to build fundamental competencies within the 4 CX Building Blocks—i.e., CX operations, metrics, CX-centric culture, systems and governance protocols.</p><h3><strong>Talent Management </strong></h3><p>Once the Vision statement has been agreed upon, it’s time to work towards carrying out the required actions to produce customer-centric outcomes. The first step in that direction involves linking all employees who work in discrete silos (in conventional structures). To align all employees, there is a need to create a Transformation team and define new roles / CX groups. The Transformation team should train and direct teams responsible for the different stages of the Customer Journey, instill new ideas, and foster desired behaviors in them.</p><p>Senior Leadership need to also assign a CX Team to run the CX program. The CX Team has to lay out processes and yardsticks to foster cross-functional collaboration and coach functional units to adopt <a href="https://flevy.com/browse/stream/customer-centric-design">customer-centric design</a> practices in their operations.</p><p>Interested in learning more about the other focus areas of the CX Pyramid Framework? You can download <a href="https://flevy.com/browse/flevypro/customer-experience-cx-pyramid-5602">an editable PowerPoint presentation on <strong>Customer Experience Pyramid</strong> here</a><u> </u>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><h3>Do You Find Value in This Framework?</h3><p>You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:</p><blockquote><p>“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”</p><p>– Bill Branson, Founder at Strategic Business Architects</p></blockquote><blockquote><p>“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”</p><p>– David Coloma, Consulting Area Manager at Cynertia Consulting</p></blockquote><blockquote><p>“As a small business owner, the resource material available from FlevyPro has proven to be invaluable. The ability to search for material on demand based our project events and client requirements was great for me and proved very beneficial to my clients. Importantly, being able to easily edit and tailor the material for specific purposes helped us to make presentations, knowledge sharing, and toolkit development, which formed part of the overall program collateral. While FlevyPro contains resource material that any consultancy, project or delivery firm must have, it is an essential part of a small firm or independent consultant’s toolbox.”</p><p>– Michael Duff, Managing Director at Change Strategy (UK)</p></blockquote></div>