Imagine starting from a blank page.
How would you structure your business and organize your teams to become truly customer-centric? How would you connect your front- and back-stage capabilities, including customer experience, operations, technology and data, to accelerate speed to market for new propositions and reduced operating costs? What can you learn from (fin-)tech companies that design their business and operating models around the customer value exchange?
These are the fundamental questions that Financial Services Institutions (FSIs) are trying to answer when embarking on a Customer Journey Transformation (CJT) program.
Many of the world’s most successful companies derive their success from an explicit focus on customer-centricity – not least Amazon. For incumbents in financial services, and other industries, this is often a departure from product- or process-centric models.
While CJT has been on the transformation roadmap for many financial institutions, bringing this to life has been a bumpy road—many FSIs have struggled to realize the desired top and bottom-line impact. With significant investment spent, shortfalls in impact and slipping time lines, it is worth reassessing the approach.
We’ve identified three fundamental drivers that will enable financial institutions to successfully refine and scale their CJT program.
Adopt a customer-centric taxonomy
While many FSIs intend to adopt customer-centricity in their new operating models, the target state still tends to be anchored in products and business processes which limits the transformation ambition. Therefore, a critical first step is to set up the right customer journey taxonomies—focused on desired customer outcomes, currently and in the future. A customer-centric taxonomy will set the right tone from the top to guide further detailing throughout all required capabilities.
Publicis Sapient has helped banking clients to define and tailor customer journey taxonomies through a customer outcome lens, departing from more traditional structures. To get there, typical organizational inhibitors such as existing PnL (Profit and Loss), product or team ownership need to be worked through. This requires surfacing concerns of key stakeholders early on and driving open discussions on the implications and challenges of alternate guiding structures.
Build cross-disciplinary teams
Front-end customer experience improvement is only one of the critical elements of a CJT program. It requires a comprehensive lens across all capabilities, front-stage and back-stage, to drive better customer and business outcomes.
Beyond CX, product and operations, every customer journey team should include technology, data and risk capabilities. Technology and digital teams are often more familiar with modern delivery models and can inject that knowledge into a broader cross-disciplinary team. This is particularly valuable when iterating proposition development to improve desirability, viability and feasibility concurrently, at pace.
However, legacy technology platforms, and the associated capabilities, are usually not customer-centric. This means CJT requires a focus on enterprise and technology architecture in the target state, supported by a transition plan that needs to be carefully managed. Data and analytics capabilities are the least represented in current customer journey models; their involvement will support the shift to more personalized journeys and allow more nimble responses to observed client behavior—an objective that is a priority for most FSIs.
An integration of risk capabilities in journey teams will allow embedding required risk controls “by design” (rather than resorting to a subsequent manual overlay), allow an early iterative discussion around risk appetite and accelerate the time to live through parallelized risk sign-offs.