Customer Specific Services: The Litmus Test of Operational Excellence

In today's hyper-personalized world, operational excellence hinges on delivering customer-specific services. This article explores how the Troika of Operational Excellence framework, combining Operations, Project Management, and Delivery functions, places Customer Specific Services at its core. We'll discuss why traditional customer service is obsolete, the importance of treating each customer as unique, and how this approach serves as the ultimate litmus test for operational excellence.

Ever seen Rihanna being mentioned in an article on operational leadership? If not here is the first time for you. As one of her song lyrics goes like this –

Want you to make me feel

Like I'm the only girl in the world

Like I'm the only one that you'll ever love

Like I'm the only one who knows your heart

Only girl in the world

Like I'm the only one that's in command…

Customers in any industry feel just like this, trust me. They know that they are one of your hundreds or thousands of millions of customers and they are no more than an identifier in your CRM, but here is the truth – they don’t care! They still want to be treated as if they are the one and only customer you have, such is the expectation and can you blame them for that?

As someone who's spent over a decade in the trenches of tech companies, juggling project management and operations roles, I've seen first-hand how easy it is to fall into the trap of treating customers like numbers. But let me tell you, that's a one-way ticket to Mediocrity Town, population: your soon-to-be-ex-customers.

The Troika of Operational Excellence framework I've introduced in previous articles isn't just another fancy diagram to impress your boss. It's a battle plan for survival in the cutthroat world of customer expectations. At its heart lies the concept of Customer Specific Services, flanked by Culture and Commercials, all underpinned by the holy trinity of People, Process, and Technology.

But why is this so crucial? Well, let's look at some cold, hard facts:

- According to a PwC survey, 73% of consumers point to customer experience as an important factor in their purchasing decisions.

- Accenture found that 91% of consumers are more likely to shop with brands that provide relevant offers and recommendations.

- A Salesforce study revealed that 66% of customers expect companies to understand their unique needs and expectations.

Feeling the pressure yet? You should be. Because if you're not delivering customer-specific services, you're basically serving microwaved ready meals at a Michelin-star restaurant. And let me tell you, Gordon Ramsay would have a field day with that.

So, how do we ace this litmus test of operational excellence? Here are some key concepts to keep in mind:

- Personalisation is not optional

- Data is your new best friend (sorry, Fido)

- Empathy is a superpower

- Technology is your sidekick, not your replacement

- Consistency is key (but not the boring kind)

Now, I know what you're thinking. "But Shehzaad, my company has thousands of customers! How can we possibly treat each one like they're special?" Well, my friend, that's where the magic of the Troika framework comes in. When Operations, Project Management, and Delivery functions work in harmony, supported by the right culture, commercial understanding, and customer-specific approach, you create a symphony of satisfaction that would make Mozart jealous.

But beware! When these functions don't work cohesively, it's like watching a three-legged race where each participant is running in a different direction. I've seen it happen - miscommunication between teams, conflicting priorities, and a complete disconnect from what the customer actually needs. It's not pretty, and it usually ends with someone face-planting into a metaphorical (or sometimes literal) mud puddle.

Let me share a quick anecdote. In one of my previous roles, we had a client who was constantly complaining about our service. No matter what we did, they weren't happy. It wasn't until we sat down and really listened to their specific needs that we realised we'd been trying to force-feed them a solution that didn't fit. Once we tailored our approach to their unique requirements, it was like we'd waved a magic wand. Suddenly, we were their favourite vendor. The moral of the story? One size fits none.

So, here's your challenge: Take a good, hard look at your customer service approach. Are you treating your customers like they're the only girl (or boy) in the world, or are they just another face in the crowd? Are you delivering customer-specific services, or are you still peddling a one-size-fits-all solution?

Remember, in the world of operational excellence, customer-specific service isn't just a nice-to-have. It's the litmus test that separates the wheat from the chaff, the crème de la crème from the sour milk.

What do you think? Have you implemented customer-specific services in your organisation? What challenges have you faced? How has it impacted your operational excellence? I'd love to hear your thoughts and experiences in the comments below. Let's start a conversation and learn from each other!