Business Transformation: what about testing our organisations?

Written by Brice Kopec, on 25 April 2019

Evolving one's company in an uncomplicated value chain where new players position themselves closest to consumer needs often leads to chasing one's own performance.

But does this gamble affect the value truly perceived? Will the end customer, despite being courted, succumb to sometimes tasteless or even insane strategies?

The congruence between the customer experience and the employee experience

Pursuing company performance is a central topic, but nuanced considerations also help avoid excesses and a prideful vision that often leads to focusing solely on one's own efforts. What concerns our clients and our employees is what they experience daily through the story offered by the brand. This narrative encompasses both the customer and employee experiences through the relationship we manage to create in every physical and digital interaction with the organization. The common ambition is to create a unique experience that unites through a strong mission and values. One that allows each employee to apply their intuition and experience to make the right decision at every moment, in every action, for us and our clients.

Chimera? Employees of the company are also customers of their company: to engage and retain them, it is extremely useful to build and experiment with them in this quest for the perfect synthesis of their experience. This pursuit requires concentrating all efforts to limit inconsistencies between the value proposition and the actual experience at every stage of the company's lifecycle. Avoiding discrepancies and frustrations for any client of the organization between who you are and what you do is a daunting task: so, roll up your sleeves, because this is where the experience begins!

The cultural specificities of the organization must be taken into account

Exploring its specificities allows for better understanding and transformation. Organizational culture influences the organizational structure to be adopted. The organizational chart is a theoretical representation of the company that fails to show real interactions. Like a living organism with human cells, it's more the synapses between entities and people that deserve to be studied. To understand them, observe your organization's behavior when you experiment. These tests will reveal your own network of solutions and the approaches that will address each of your challenges.

Each intention must respond to a clearly identified customer challenge

Experiments will inevitably trigger questions: does this project contribute to improving interactions with my experience? Is this action aligned with the promise made to internal and external clients of my organization? Are my efforts focused on what impacts the real value, the one that will be perceived?

Understanding your operating system allows you to identify the right activators for your organization. Rather than a program that suffocates all its protagonists, favoring experiments on key projects will trigger the virality of your transformation and resonate throughout the organization. Alright, but which methodology to use? Agility? Design thinking? Lean startup? None. Or rather, all, depending on the case! The method is a means, not an end. And you will need to shape, test, and experiment before getting everyone to run in the same direction. In this quest, no road is laid out, but the journey is worth it because it is just as meaningful and exciting as the destination.