Step II: Coordinate an Alignment Audit of Key SCE Practices, Policies, Procedures, Processes and "Rules of Engagement" to Ensu

We believe culture change that focuses on creating an organization renowned for great service happens in a methodical way.  Certain stages are dependent on the previous stage; certain stages can unfold simultaneously with others.  Aligning an organization’s key business practices, policies and procedures with their Service Vision, Standards and Norms is a crucial stage in the methodology of successful culture change. The alignment stage is tough, tedious work that takes much longer than one might predict. If done correctly, it will touch every aspect of an organization. It is this very important work that makes the Service Vision, Standards and Norms come alive in everything both employees and customers experience.  

Below is the CHIP BELL GROUP proven process for creating a customer loyalty focus and a detailed description for the process we use to align an organization’s key business practices, policies and procedures with their Service Vision, Standards and Norms. 

  Crafting a Service Excellence Strategy®

Service Vision

 Leadership Plan

Communication Plan

On-Boarding    Training    Communications     Customer Feedback   Affirmation    BPI

  Leader Vision

         SWOT

Key Loyalty Drivers      

    Employee Value

  Values          Standards         Norms          Metrics         Partnering

Quick Wins

      Alignment Process

      Alignment Process

The sequence of our process to create a customer loyalty focus is crucial.  All the steps are in fact a part of a critical alignment process. Values, standards, norms, and metrics need to be in sync with the service vision.  We also find that developing partnership protocols is crucial to insuring aligned results (not siloed activity).  This provides a foundation to shape on-boarding (selection, placement and orientation), training, communications, real-time and periodic customer feedback, all manner of affirmation processes (recognition, incentives, balanced scorecards, compensation, etc.) as well as the overall selling process. This foundation also guides the alignment and integration of business processes (or BPI, business process integration).  The last groups of initiatives (from on-boarding to BPI) are on-going alignment efforts. The culture change process involves designing the methods by which all these components are perpetually aligned and updated as customer requirements change and the new customer loyalty culture matures. 

A service excellence vision and plan are high level templates and guides that succinctly communicate an organization’s unique service distinction in the market it serves.  Unlike a mission or purpose which states “who and what we are,” a service vision focuses on the customer side of the business with a goal of communicating a clear vision of “what we strive to be famous for in the eyes of our customers.”  It is a description of your organization’s distinguishing customer experience and a tool for driving customer value into the heart of the organization. 

A well-crafted service vision has many benefits:   

• It is a tool that gives explicit definition to corporate identification.  Consequently, when an employee says, “I work for ________ company,” it has loyalty building meaning much greater than simply the name of his or her employer.

• It is a leadership/communication instrument that helps associates align their service efforts and behaviors.  Aligned efforts by employees give customers and colleagues the consistency in performance that helps them feel secure and comfortable.  
  

• It is a tool to identify ‘quality control’ service standards and customer service metrics.  As such, it should tell an organization whether it is measuring and monitoring the RIGHT things 
  

Upon conclusion of the drafting of an organization’s Service Vision, we typically facilitate the drafting of an initial Service Strategy Implementation Plan by a cross functional team of employees. A typical initial Service Strategy Implementation plan includes the development of the following key components:

• Service Vision Aligned Quick Wins Initiative
• Leadership Plan
• Communications Plan for the Service Excellence Culture Change Initiative
• Development of Standards & Norms
• Rollout plan for the Service Excellence Vision, Standards & Norms
• Initiation of an ongoing Alignment Process
• Development/ Refinement of a Customer Intelligence Program
• Service Vision Aligned Selection, On- boarding & Training Plan
• Service Vision Aligned Affirmation & Recognition Program

Consistent customer loyalty behaviors and practices will not occur without corporate standards, norms and processes aligned with the Service Vision. Service breakdown typically happens at the intersection of two internal units that only care about their side of the equation.  If there are precise worked-out-in-advance processes and procedures in place, it provides a blueprint of efficient and effective execution. Our approach includes working with a cross-functional task force in a series of meetings (populated in part by senior leaders) to craft new Service Vision-aligned company-wide standards and supporting behavioral norms. 

Often as a component of this step we initiate a Pilot Test of the process for alignment review of key organization wide business practices, policies and procedures.  This effort provides a prototype or model both for the entire organization as well as individual units to create aligned standards and norms for their specific areas.  It is also a means to revise key business practices that are out of alignment.  The overall goal is consistent practice and aligned efforts throughout the organization.  Such consistency provides customers the trust that bolsters their confidence in and devotion to the organization. 

Bossidy and Charan said in their book Execution: The Discipline of Getting Things Done; “Most efforts at cultural change fail because they are not linked to improving the business’ outcome.” A major culture change effort is hard work and can be even more difficult in an arena where you are among industry leaders. Employees will find themselves “plowing new ground” and will be looking for reinforcement that their pioneering efforts are in fact on target. Most employees will want to change but may hesitate fearing the outcome of their new behavior will not be an improvement. Employees will be looking for assurance and reinforcement leadership is committed to this new way of doing business. If they find themselves continuing to use the same old operating procedures as well as experiencing the same way of assigning priorities and allocating resources, they will not believe leadership is committed to a new service excellence culture and will feel is just another “initiative of the month”. They will dismiss it as a short term effort and will continue to operate as they always have. 

A vital component in an organization’s successful culture change initiative is the examination of the way it conducts business--its rules of engagement for internal and external affairs. Not only does the company’s strategy and structure need to be aligned with its mission, service vision and corporate standards, the company’s beliefs and behaviors must be aligned as well. These beliefs and behaviors are evidenced in everything that goes on in a company and need to be examined to ensure all are in alignment with the organization’s new Service Vision and Corporate Standards.  

Our alignment process involves working with a cross functional team, lead by an executive sponsor, to assist in understanding how the organization’s new culture should look, sound, taste, and feel for customers and associates. We then help in developing a methodology for reviewing their key business practices, processes, and procedures to determine their alignment with the new Service Vision and the new Corporate Standards and Norms. Key business practices, processes and procedures often include: 

• Customer Service Delivery Practices, Processes and Procedures
• Account Opening/Closing Processes
• Account Servicing Processes
• Sales and Marketing Processes
• Internal Service Standards
• Service Recovery Practices
• Human Resources Practices
• Resource Allocation Processes
• Decision Making Processes
• Technology Systems and Procedures
• Organization Communication and Meeting Processes (formal and informal)
• Invoicing and Collection Processes
• Vendor Selection Processes and Procedures

   Upon completion of this review, we typically work with senior management and the cross functional team to facilitate the revision of anything found out of alignment with the service vision and corporate standards. The actual revision and implementation of new processes and practices is facilitated through the normal leadership structure of the organization. This cross functional team serves as a check point to ensure new processes are completed and rolled out that are in alignment with the corporate standards/norms and are done so on a timely basis.  

     The next step to driving this culture change throughout an organization would be to continue this effort by asking every branch and department to review their own methods of doing business for alignment with the service vision and corporate standards and to report their findings to the cross functional team who can coordinate any revision necessary with the appropriate executives and managers from each area. The cross functional team serves as a checkpoint and coordination point to ensure that every department and branch is rapidly moving towards operating in alignment with the new Service Vision and Corporate Standards.  

Our approach to aligning an organization’s key business practices, processes and procedures with their Service Vision, Corporate Standards and Norms typically follows the process shown below: 

• Defining what a process is for the organization
• Defining the universe of organizational hardware & software for the organization to include in the alignment review
• Reviewing the process for mapping a cycle of service® & completing a moment of truth impact analysis.®
• Reaching agreement on “rules of engagement” for the alignment effort
• Anchoring the Alignment Effort
• Reviewing consistency requirements from the customers’ perspective
• Reviewing consistency requirements for internal partnering
• Discussing potential barriers to developing consistency throughout the organization
• Identifying KEY business practices, processes, systems and policies based on the significance of their impact on:

• employees

• customers
• profitability
• revenue
• vendors

• Service & System Breakdown Readiness Review Exercise
• Service Guarantee Exercise
• Ranking the Top 25 Key business practices, processes, systems, and policies
• Developing the “Just Can’t Wait” List
• Developing the organization’s “Process Alignment Template”
• Leading & Managing the Alignment Process throughout the organization
• Dealing with “non – aligned” decisions when they occur
• Next steps and accountabilities