EMERGING THEMES THAT DOMINATE OUR WORLD TODAY Knowledge based business

Networks Generation X New Technology Consumer Demands

Rate of Change

Competitive Environment

A CREATIVE ? RESPONSE IS REQUIRED
Innovation

Creativity
Flexibility More Focus on Community Generation X Values Globalization New Work Values More Competition for Talent

ORGANISATIONS IN FLUX

CHANGE IS THE ONLY CONSTANT IN TODAY’ S WORLD

ROUTES TO COMPETITIVE ADVANTAGE
NEW PRODUCT ! DEVELOPMENT
OPERATIONAL EXCELLENCE

ORGANIZATIONAL CAPABILITY

STAKEHOLDER VALUE ENHANCEMENT

A NEW METHOD OF PERFORMANCE DEVELOPMENT

INTERNAL CUSTOMER SATISFACTION

Internal Customer Satisfaction
• New Paradigm for Motivation and performance • A different mode of performance measurement and enhancement. • KRA’ decided by immediate customers having the properties of relevance, measureableness ,timeliness • Value chain efficiency enhanced by real time feedback at every point of discontinuity. • Flexibility enhanced as the value reconfigures to the demand of customers as the customer requirements travel to the value generating point of the value chain.

Internal Customer Satisfaction Changes in Motivational level
• Feedback on performance is immediate . • Improvement in performance is visible leading to achievement motivational dynamics. • Customers cooperate in improving design of process as they are major stakeholders in performance improvement of their supplier processes. • Performance management changes from Hiearchial top down to collaborative networked

Performance Measures Should Help Us Decide:

Are We Doing Things Right?

(How?)

Are We Doing The Right Things?

(What?)

Input

Process

Output

Outcome

Input: Resources, including budget and workforce Process: Activities, efforts, workflow Output: Products and services produced Outcome: Results, accomplishments, impacts

The Value System
Customer perception Perceived VALUE Control systems

Guidance

Measurement Output

Perception

Supplier Action

The Measurement Process
Objectives

The measurement process requires…

.. A well-defined chain of reasoning that relates observeables to objectives
Observeables

Internal Customer Satisfaction Hierarchy of customer goals
• Critical success factors of customers. • Establishment of success measures. • Hierarchy of customer needs.

Internal Customer Satisfaction Feedback and Communication

• • • •

Informal to Formal. Measurement. Openness in communication Feedback is trigger for improvement initiation. • Foundation for change initiatives • Driver for organizational change

Internal Customer Satisfaction Formalization
Tools to bridge the gap 1. Develop service level agreements (SLA) inter and intra department. 2. Identify the latent needs for better understanding of the gap and means to bridge it. A questionnaire and a survey will be conducted to asses the same. 3. Quantification of customer feedback and a formal mechanism is established to give and receive feedback.

Internal Customer Satisfaction Measure to Improve
"What you measure, you improve” • The basic purpose of any measurement system is to provide feedback, relative to your goals, that increases your chances of achieving these goals efficiently and effectively
• • • • • Your don't know what you don't know You can't do what you don't know You don't know until you measure You don't measure what you don't value You don't value what you don't measure

Layers of Measurement
Senior Management Performance Management

Enterprise
Goals & Objectives Program Office
Measurement Repository

Process Management (QP)

Process

Improve

..
Define

Control

Execute Process

Measure

Process Measures

Enterprise Database

• • • •

Applications Projects Employees Client

Project A Project B

Project C

Project Product
Product X Product Y Project/Product Data

Historical Measures

Internal Customer Satisfaction Praise A New Currency

• Motivation is engendered by the positive feedback that everyone in the organization gets on doing a good job. • Praise becomes a new currency in the internal market of a company where every employee seeks to delight his customer and there is positive cycle of effort feedback, improvement ,acknowledgement and finally praise. • The impact of delighted internal customers is a positive organization charged with energy to meet external challenges.

Internal Customer Satisfaction Customer complaints and their resolution

• Role of management. • Display of performance indicators. • Beyond quality – Delighting Internal customers. • Upgrading processes. • Improving communications. • Data Driven.

Internal Customer Satisfaction
Survey

Internal Customer Satisfaction Survey
• Understanding contemporary level of satisfaction • Assessing gap with respect to desired level of satisfaction; inter-department • Tools to bridge the gap • Improve productivity and add value at every step of production/service provided • Develop service agreement level within departments; inter department • Develop an on going interactive iterative process • Increase interdepartmental fit

Internal Customer Satisfaction Survey
Understanding contemporary level of satisfaction
Understanding the latent needs of every department which is critical success attribute, and being a continuous process we need to take responsibility to study the satisfaction at intra & inter department levels.

Internal Customer Satisfaction Survey
Assessing gap with respect to desired level of satisfaction; inter-department Having identified the critical attribute and the gap the endeavor is to bridge the inter and intra departmental expectations and performance.

Internal Customer Satisfaction Survey
Improve productivity and add value at every step of production/service provided Today globalization warrants not only economies of scale but global price competitiveness which can be achieved by virtue of productivity and value addition at every stage of value chain (tangible/intangible).

Internal Customer Satisfaction Survey
Develop service agreement level within departments; inter department

Value addition should be from customer point of view rather than from the providers’. Thus a agreement level within departments and inter department is the need of hour (more communication within and outside). Unless value is VALUE from receivers point of view it may not help in bridging the gap.

Internal Customer Satisfaction Survey
Develop an ongoing interactive iterative process
Developing an ongoing interactive iterative model for organizational efficiency.

BENEFITS
Increase interdepartmental fit
Since no department in the organization can work in isolation the interdepartmental cohesion is very necessary. The element of cohesion can only be achieved by role clarity through introspection and feedback. Leading to overall organizational productivity

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