Great food for thought, as always. I always wonder whose "part of the organisation" maturity is being driven, assessed, rewarded. I really liked the idea of the "energy" required / available to plant a design seed into it. Question to you: is a journey framework a must today to improve and innovate customer centricity?
Absolutely. A journey framework is the foundation of any intentional customer-centricity efforts. It allows you to create a common ground for different types of teams to understand what's currently going on and clarify what you are collectively trying to achieve. It allows informed decision-making and prioritisation of initiatives, which is so fundamental in resource-scarce environments (aka, places where you do not have a whole bunch of cash lying around to burn to randomly try things). It's maturity level 1. Good question Giovanni.
Thank you Arun! I don't think it is necessarily a decision to be made. Most teams are often not even aware to be in a specific maturity loop. In my experience there is always a point when something fundamentally changes or unlocks, making possible for the team to move to an higher level of maturity.
Great food for thought, as always. I always wonder whose "part of the organisation" maturity is being driven, assessed, rewarded. I really liked the idea of the "energy" required / available to plant a design seed into it. Question to you: is a journey framework a must today to improve and innovate customer centricity?
Absolutely. A journey framework is the foundation of any intentional customer-centricity efforts. It allows you to create a common ground for different types of teams to understand what's currently going on and clarify what you are collectively trying to achieve. It allows informed decision-making and prioritisation of initiatives, which is so fundamental in resource-scarce environments (aka, places where you do not have a whole bunch of cash lying around to burn to randomly try things). It's maturity level 1. Good question Giovanni.
Great article, Marzia. I love the insight into the transformation lifecycle and the three key journeys identified.
Curious to know which teams usually decide when one journey ends and the other journey starts.
Thank you Arun! I don't think it is necessarily a decision to be made. Most teams are often not even aware to be in a specific maturity loop. In my experience there is always a point when something fundamentally changes or unlocks, making possible for the team to move to an higher level of maturity.