Although it was more years ago than I like to admit, I can still firmly remember my time at high-school (or ‘senior school’ as we call it here in the UK). As with most schools, there were cliques and divisions, and it was a time when everyone was finding their identity and trying to prove how ‘cool’ they were. As is common in the UK, my school had a prescribed uniform, so there were very few ways that identity could be outwardly expressed. Some people chose to shorten their ties (rebels!), and others covered their exercise books in colourful wallpaper (shocking!). However, one way identity could definitely be expressed was with the type of bag that you carried.
Many organisations position themselves as being customer-centric, and in doing so consciously put the customer front-and-centre of their decision making. In a dynamic and competitive business environment, this is a sensible move. In many industries competition is rife and the cost of switching is low, and it may even be possible for a customer to change supplier at the click of a button. In this type of environment, being efficient whilst also understanding customer needs is of upmost importance.
This thinking, quite logically, permeates into change initiatives too. As analysts, we have a whole range of techniques that allow us to understand customers, put ourselves in their shoes, and create exploratory models. Perhaps we use elicitation techniques such as focus groups, market research or questionnaires. Perhaps we develop personas, customer journeys, scenarios and use a range of other techniques that help us to ensure that we’ve fully considered the types of experience that our customers will have. This is sensible, surely? I mean nobody would argue against customer centricity, would they?