DigiTech Magazine - US CIO2020 - Fall 2015 | Page 18
BUSINESS ....................................................................................................................................................................
TECHNOLOGY
CUSTO
3. DIGITAL PARTNER AND SUPPLY CHAIN
INTEGRATION – This is possibly the biggest
opportunity and often overlooked. It’s full
of efficiencies and new business opportunities.
Straight through processing can remove whole
departments and fundamentally change the service
you are able to provide. Automation can knock
zeros off costs, and this is an area where the BPO
industry is starting to bring fully automated BPO
to the market if you really can’t do away with the
process entirely. There is another shift too. Buyers
are not all powerful anymore, it’s common to see
businesses refusing to supply clients who they can’t
deal with digitally in the low margin B2B world.
Part of this world that overlaps with CE is the whole
order fulfillment, we’ve seen countless examples
of CE getting ahead of this area resulting in large
scale publically damaging customer fails. This area
requires quite an agile strategy, it is too big to tackle
it all and there are lots of unforeseen roadblocks as
you can’t always get the whole ecosystem to dance
to your time. An approach that allows you to pick the
low hanging fruit and quickly switch to other areas
when needed works best. Get the COO and the
CFO on board with the plan here as they will be key
stakeholders and hopefully delighted beneficiary’s if
their expectations are well managed.
4. DIGITAL BUSINESS MODEL
DISRUPTION – This is both an opportunity
and a big threat. Doing the three above
will open up opportunities to fundamentally change
your business model. Not doing them will leave
those opportunities to new market entrants or
your competitors. Ideally here the strategy will
be to consciously review the strategy regularly,
not annually, to encourage input from the whole
workforce you’ve empowered to innovate. There is
an opportunity in this space to be the most trusted
advisor to the CEO for the business focused CIO.
We’ve only really skimmed the
surface here, but hopefully that’s
enough to start shaping the real
question if you are fortunate enough
to be asked….
18
CIO Magazine Fall 2015 Issue
STRATEGY
Define your vision
Understand your CX maturity
Get to know your current and
Insights
Foresights
future customers
Behavioural
segments
Align your brand and build your bran
d wheel
Develop your CX principles
MEASURING AND
IMPROVING
(1) Define metrics - what are you trying
to improve?
(2) Set up and agree measurement
framework
(3) Measure and tweak