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The Definitive Guide to Consulting Frameworks (101 Frameworks with Summaries) [PART 2]
David Tang
Founder at Flevy.com | 9,000+ Best Practices from MBB Consultants & Fortune 100 Execs | Download Business Frameworks, PPT Templates, Financial Models, etc. @ Flevy.com
This is the continuation of the article The Definitive Guide to Consulting Frameworks, which contains summaries of the first 65 frameworks.
If you would like a copy of this article as a?downloadable whitepaper, along with PowerPoint slide visuals for each frameworks, go here.
66. Influence Model for Change
Corporate Transformation initiatives aren’t easy to manage. In fact, data suggests most Transformation efforts globally to have ended up in failure. Organizations tend to execute large-scale Change initiatives devoid of any real focus on the human element — building their people’s faith and commitment, bolstering it, and minimizing any resistance to Change. These priorities seem simple but are most likely to be missed out on during the hue and cry of the Transformation endeavor.
This framework is the?“Influence Model” for Change Management, which is comprised of 4 building blocks. These 4 building blocks are actually the key actions that Transformation programs should focus on to alter the mindsets and behaviors of the workforce, in order to induce real Change. Whereas organizational culture largely encompasses employees’ mindsets, the Influence Model focuses on changing the behaviors across the board.
The Influence Model has been endorsed by both academic research and practical experience. The 4 key actions of the Influence Model are derived from formal organizational mechanisms and work practices that work best for Transformation:
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67. Customer-centric Culture
The use of Internet and other online tools have turned consumers to be more empowered and are now shopping differently. Customers are becoming more demanding and accustomed to getting what they want. With greater access to reviews and online rating, customers are better equipped to switch to new products and services. Consumers now want to buy products and services when, where, and however they like. They expect companies to interact with them seamlessly, in an easy, integrated fashion with very little friction across channels.
As customer expectation continue to evolve — accelerated by the amplifying forces of interconnectivity and technology — markets are becoming increasingly fragmented with demand for greater product variety, more price points, and numerous purchasing and distribution channels.
Companies should be able to adapt to these increasingly disparate demands quickly and at scale. Staying close to the customer experience across an increasingly diverse customer base changing over time is no longer a matter of choice. It is a business imperative and a matter of corporate survival.
The Age of the Customer now calls for companies to be a customer-centric company. Successful ones have discovered that building a customer-centric company depends, first and foremost, on?building a Customer-centric Culture.
This framework focuses on the building a?Customer-centric Culture utilizing the Corporate Culture Framework. The Corporate Culture Framework is anchored on 4 Primary Cultural Attributes and 4 Secondary Cultural Attributes.
The 4 primary Cultural Attributes are critical in building a Customer-centric Culture.
Customer-centric organizations?also project 4 secondary Cultural Attributes.
Companies with a Customer-centric Culture can drive superior financial results and a rich source of competitive advantage.
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68. Effective Communication with Virtual Teams
The number of people working remotely has been increasing progressively across the globe. An employee benefits report narrates that around 60% companies in the US offer telecommuting opportunities. According to Upwork, freelancers and contractors have increased by 81% from 2014 to 2017.
Telecommuting not only benefits people but also presents several advantages for organizations. Research has attributed an increase in savings of around $2,000 per employee each year on real estate costs, enhanced productivity, and lower attrition rates to telecommuting. Employees have been found to focus better on work and take less days off while operating remotely.
However, some global enterprises have encountered problems with remote teams. Many of these issues derive from ineffective communication with the?Virtual Teams. This framework discusses the 5 leading practices to?communicate effectively with your Virtual Team:
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69. Artificial Intelligence (AI): Machine Learning (ML)
Technological innovation has developed Artificial Intelligence’s ability to create intelligent machines that work and react like humans. Some machines have reached the performance levels of humans in performing certain specific tasks, so that artificial intelligence is now found in applications as diverse as medical diagnosis, robotics, search engines, and voice or handwriting recognition.
Competing in the Artificial Intelligence (AI)?environment necessitates the leadership to make quick, informed decisions about how to employ AI in their organizations. It is critical for the organizations to develop a solid know-how of the fundamentals of AI to take prompt action.
This framework provides an?introduction to Machine Learning (ML), the most prevalent form of AI currently. It discusses the 3 main forms of ML, including specific algorithms and examples:
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70. Performance Measurement
The “right” share price in the mind of the capital markets is determined by the market view of future earnings. Apart from the obvious issues of a low share price not pleasing shareholders, it clearly also reduces the company’s ability to finance acquisitions or invest in other major strategic initiatives.
The execution of a company’s strategy affects 2 aspects of its performance:
Financial measures are historical based. However, performance in many non-financial areas often represents “leading” indicators as opposed to “lagging” ones. This implies that non-financial performance provides a context for assessing future earnings potential. Non-financial performance also contributes to the “brand image” of a company.
This framework provides an?introduction to Performance Management. It also discussed a popular?Performance & Strategic Management framework, the Balanced Scorecard (BSC).
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71. Six Building Blocks of a Customer-Centric Organization
More and more organizations are shifting a traditional Product-focused model to?becoming a Customer-centric Organization. To do this without incurring debilitating costs from added process and organizational complexity, the organization must be build a true Customer-centric Organization by completely transforming its operating model and business model.
Additional topics covered by this framework include?McKinsey Decision Journey,?Value Stream Mapping,?Customer Value Proposition,?Digital Transformation, and more.
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72. Creating Value Propositions
The concept of a Value Proposition is simple. As it names suggests, a Value Proposition is a statement of why a product or service is valued by customers.
However, getting a value proposition “right” is a complex, iterative process.
This framework provides an introduction?creating Value Propositions. Topics include the Customer Value Proposition (CVP) creation process, value maps, and value drivers.
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73. HR Strategy: Job Leveling
Job Leveling is a disciplined approach to gauge the value of work for individual positions across the organization. It entails ascertaining the nature of work done by each position, authority levels, and the effect of each job on business results.
Jobs that are configured inadequately bread disputes, negative beliefs, inequality, and frustration; whereas structured jobs, appropriate distribution of work, justified authority levels, and correct estimation of value of individual jobs are the signs of?effective Human Resource Management (HRM) function.
The?HR Job Leveling Framework?breaks downthe key phases to implement flexible job levels. The Job Leveling Framework facilitates in methodically benchmarking the value of all jobs, creating consistency across the HR, and develop distinct career growth paths for the employees.
The 5 key phases of Job Leveling Implementation include:
Additional topics discussed in this framework include Issues Warranting Job Design and Job Leveling initiatives; 4 benefits of rolling out a Job Leveling Framework, and 5 major Job Measurement Methods.
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74. Team Turnaround Strategies
The Leadership (and extended) Team is vital to success, as executives transition to new C-suite roles. Executives are often faced with dysfunctional, non-performing, and poorly organized “team inheritances.”
Today, management is increasingly confronted with a?volatile, uncertain, complex, and ambiguous (VUCA) business environment. Being able to survive in this volatile time requires a dynamic team that collectively operates towards achieving a common purpose.
This framework provides executives the strategic understanding and approaches to better turn inherited teams into High-Performing Leadership Teams. The key concepts discussed are:
Pursuing these?HR Turnaround Strategies to address common Leadership Team dysfunctions creates High-Performing Leadership Teams, which can drive performance at its optimum level. Changing a dysfunctional team is not easy, but it can be achieved through a systematic approach.
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75. Post-merger Integration (PMI): Integration Checklist (Part 3)
Post-merger Integration (PMI) is a highly complex process. It requires swift action as well as running the core business activities simultaneously. There is no one-size fits all approach to a successful PMI Process. However, careful planning focusing on the strategic objectives of the deal and the identification and capturing of synergies will help maximize deal value.
Due to the complexity of the PMI process, it is of utmost importance that organizations — both the Buyer and the Target, the integration team, and integration manager — have a guide that will provide them the detailed requirements of the process. The Post-merger integration framework has a structured approach that can direct attention on important integration areas to maximize deal value. Inability to focus on priority areas can be a waste of resources, time, and investments.
This framework aims to provide organizations a?detailed Integration Checklist to achieve PMI success. The PMI Integration Checklist is developed based on 12 priority integration areas. Undertaking the Integration Checklist will enable both Buyer and Target to reach the most strategic state necessary for the 12 Integration Areas.
This framework addresses 3 of the integration areas within the full checklist:
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76. Thomas-Kilmann Conflict Mode Instrument (TKI)
A major reason for employees leaving their workplaces is their bosses. To succeed in today’s fiercely competitive market, organizations need to invest in developing their leadership in such a way that they further develop their teams by training them on the desired competencies, create a sense of engagement in their people, and effectively manage conflict between them.
A big challenge for leaders is getting their employees to believe in the organizational vision. No two personalities have the same viewpoints and aspirations, thus conflict is bound to occur between individuals and team members while interacting.
The Thomas-Kilmann Conflict Mode Instrument (TKI) is an easy to use framework for managing and resolving conflicts. TKI provides a basis to measure a person’s behavior in conflict situations, where two people appear to be unable to get along. There are 5 predominant conflict handling styles (or modes) that we use while?responding to conflict situations:
Human Resources (HR)?and?Organizational Development (OD)?consultants often utilize the TKI tool to initiate discussions on differing topics and to facilitate conflict mediation.
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77. Developing Conclusions and Recommendations
In the final phase of the?Management Consulting Problem Solving?approach, we develop conclusions and make recommendations. This is a logical flow from the several weeks of data gathering, analysis, and insight formulation in performed in the previous phases.
This framework instructs us on how to go about reaching conclusions and making recommendations. It clearly defines “conclusions” and “recommendations,” drawing clear distinctions between the 2 terms.
It also explains how these terms are different from results, insights, and analysis. The end of this framework includes examples breaking down the approach and concepts of data, analysis, insights, conclusions, and recommendations.
78. Impact of Robotic Process Automation (RPA)
In the past several years, organizations across all industries have begun embracing emerging technologies to drive?Digital Transformation Programs. Of these technologies, among the most prevalent are?Robotic Process Automation (RPA)?and?Artificial intelligence (AI).
Likewise, RPA and AI are taking up jobs which were in the past earmarked only for smart humans. Driverless cars, automated check-in kiosks at airports, and autopilots steering the aircrafts are just few examples of how automation is transforming our world.
The main question is how automation will impact our work in future. Should we anticipate benefits — e.g. efficiency gains, quality of life improvements — or dread further disruption of established business and job cuts?
This framework presents a detailed overview of the?4 key areas that will be most impacted by Robotic Process Automation:
Adoption, pace of automation development, and readiness of organizational leadership in redefining processes & roles are critical factors to consider before investing in automation.
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79. Organizational Design: 10 Leadership Questions
Organizational Design can bring significant improvement in performance. It aligns our organization to its strategy and improves customer experiences and costs.
Not all Organizational Design Journeys are successful. Our company must follow the right approach — 3 simple steps to achieve a successful?Organizational Design Journey.
Business leaders must go through 10 critical questions to effectively guide our company through a more strategic process. Our company gets to focus our journey on our right purpose, our strategy or business model, our approach, and our capacity and commitment to deliver. By doing it right, Organizational Design can lead to our company’s successful restructuring.
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80. Enterprise Architecture for Digital Strategy
Enterprise Architecture (EA)?is a well-defined framework for conducting enterprise analysis, design, planning, and implementation for the successful development and execution of strategy. Practitioners of EA, known as Enterprise Architects, are often called upon to draw conclusions from the information collected to address the goals of enterprise architecture: Effectiveness, Efficiency, Agility, and Durability.
As with any business strategy, the EA discipline is there to support the business transformation to success with a design strategy. The term “Enterprise” in Enterprise Architecture refers to the greater scope of the organization, which includes the customers, contacts, stakeholders in the wider market environment, which is addressed by the Digital Strategy. Enterprise Architecture should involve a holistic approach at all times.
EA helps organizations drive innovations and new business capabilities across their entire value chain and to better understand the digital environment where they will be operating.
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81. Key Account Management (KAM) in Healthcare and Pharma
Shrinking profits and market pressure to deliver greater value has necessitated the entire?Healthcare landscape?to transform. Some entities are more sophisticated than others, but the overall sector is building experience and new capabilities to improve economic performance and patient outcomes.
This framework discusses:
Healthcare firms need to invest in improving capabilities, creating strategic partnerships, and promoting an entrepreneurial culture in teams to achieve their organizational goals.
Additional topics covered in the framework include the 3-S Approach to Customer Segmentation, role of partnerships in building lasting value, competencies required by KAMs, and roles and responsibilities of KAMs.
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82. Fit Transformation: Strong, Agile, Lean
Business Transformation has sparked attention across industries and their leadership for a long while now. Stifling competition, financial crises, innovation, attrition, disruption, and declining results are some of the common causes of organizations embarking on accepting this challenge with a rekindled resolve. Some companies initiate programs to trigger improvement in one or more function, while others try an incremental approach, but both often end up bringing unwarranted outcomes.
The scenario dictates an organized Business Transformation approach to manage the challenges of today’s business environment and to sustain in future. A “Fit” organization is one marked by Strength, Agility, and Leanness. It is a framework to assure practical short-term and sustainable results.
In this framework, we outline a?3-phase approach to Fit Transformation:
Fit Transformation — although complex — is highly manageable when performed by experienced practitioners. It undertakes a detailed understanding of industry dynamics and a company’s strategic challenges, ensuring that the transformation covers everything that is required. It requires a deep understanding of how the various departments of a company function, and devises a plan to reach the desired future state.
The framework makes the workforce an active participant in identifying the challenges, discussing the desired outcomes, and putting them into practice.
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83. Digital Maturity Model
Driven by 8 core emerging technologies, the role of technology in an organization is shifting from being a business enabler to a business driver. As companies transform “digitally,” they go through a process where their technological capabilities mature and evolve over time.
This is captured in our?7-phase Digital Maturity Model framework:
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84. Theory of Constraints (TOC)
The Theory of Constraints (TOC), developed by Dr. Eliyahu Goldratt, is a methodology for identifying the most important limiting factor (i.e. constraint) that stands in the way of achieving a goal and then systematically improving that constraint until it is no longer the limiting factor.
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There is always at least one constraint, and TOC uses a focusing process to identify the constraint and restructure the rest of the organization around it.
TOC adopts the common idiom “a chain is no stronger than its weakest link.” This means that processes, organizations, etc., are vulnerable because the weakest person or part can always damage or break them or at least adversely affect the outcome.
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85. Five Pillars of Agile Organizations
Traditional organizations are often static, siloed, and comprised of a bureaucratic rigid hierarchical structure where control and decisions flow top-down. Such structures are strong but lack agility.
Agile organizations, on the other hand, execute quickly, empower their teams to act nimbly, have quick decision cycles, based on a shared purpose to create value for shareholders.
This framework describes how traditional organizations can become agile by understanding and incorporating the?5 foundational pillars of Agile organizations:
This framework also deliberates on the strategic mind shifts and core agile practices mandatory to bring about this?Agile Transformation.
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86. Supply Chain Sustainability
In the modern age, organizations are striving to form a sustainable Supply Chain system to cope with the challenges that are arising. Such issues include emission of hazardous substances, excessive resource consumption, Supply Chain risks, and complex procedures.
Organizations around the globe are adopting strategies to become a sustainable organization. In fact, there is an increasing trend towards organizations adopting sustainable?Supply Chain Management practices.
SCM evolves across 4 stages of maturity, from first abiding by legal and regulatory considerations, to eventually becoming sustainable. Likewise, Supply Chain Strategy also evolves through these 4 stages, each providing a foundation to the next:
The increasing challenges and complexities of the Supply Chain are serving as barriers to achieving sustainability.
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87. 5 Principles of Innovation Strategy
In the Digital Age marked by rapid technology change, virtually no company can ignore the imperative to innovate. Failing to do so is an invitation to lose business.
To learn how companies are responding to this mandate, a global consultancy conducted a major global study in 44 countries. The goal was to understand how leaders view Innovation and what is being done to reap its rewards. Findings showed that companies are struggling with aligning Innovation efforts with business strategy. Companies across a wide range of industries and technology are also enlisting technology as the driver for market change and Innovation and not just an enabler.
A great number of companies are also opening up the Innovation process earlier to a broader set of stakeholders both inside and outside the company. Customers are already brought in even while in the ideation phase. Today, Innovation is no longer the domain of a chosen few.
This?framework discusses the 5 principles of Innovation Strategy, essential in guiding organizations to make breakthroughs in Innovation.
In an era of rapid technology and market change, it is now essential of companies to increase their capacity to innovate.
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88. Knowledge Management Primer
According to Peter Drucker, knowledge has power because it controls access to opportunity and advancement. The 21st century is undoubtedly the century of knowledge. The everyday usage of available advanced information and business technologies, and internet in business activities just show how rampant corporations are engaged in?Information Exchange and Knowledge Management.
In the light of globalization, companies are now exposed to unpredictable and complex competitive environment. Pressures are put on companies to adapt quickly to survive in the competitive market. The vital strategic resource is Knowledge. Companies have started to realize the major value of intellectual resource. The central role of Knowledge Management in making quality decision has never been emphasized as much as today.
Intellectual resources and Knowledge are now contributing to revenue generation and increasing reputation. It has contributed to creating barriers to entry of potential competitors, increase customer loyalty, and create innovation. In today’s world, the success of the organization now depends largely on continual investment in learning and acquiring new Knowledge that creates new business and improve current performance.
This primer on Knowledge Management examines and discusses the purpose and nature of the key components of Knowledge Management (KM). This framework demystifies the KM field by explaining in a precise manner the key concepts of KM tools, strategies, and techniques, and their benefits to organizations.
The shift to Knowledge Economy and the New Information Age has made intangible resources, such as information, a decisive factor to success.
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89. The Innovation Process
Throughout the last century, captains of industry learnt to master the process of production to such extent that it now no longer functions as a significant competitive advantage. The new challenge is to master the process of Innovation. This includes harnessing change and creating new competitive advantages by offering better products, using better processes, delivering better services, or even offering new solution.
However, we have not yet learned to master the Innovation Process. A great number of our companies have only a rudimentary understanding of what it requires to master Innovation and what Innovation really is. In today’s global economy, the ability to innovate is vital to ensure growth and competitiveness in the coming decades.
This framework provides an in-depth discussion of the essential elements of the Innovation Process companies must know and master in today’s competitive world. It explains a?5-phase process to Innovation:
Gaining?mastery of the Innovation Process and Model?will enable companies to better manage Innovation. Innovation Management can deliver results and competitive advantages.
Additional topics discussed include the Fundamentals of Innovation, Barriers to Innovation, the Innovation Machine, and Leading Practices.
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90. Lean Change Management
Due to recession and poor performance of the economy, companies have been pressured to change their way of conducting business. We observe small companies are facing market pressures, may be forced to downsize, whereas large companies may have resources, but lack the expertise to streamline their processes.
In this context, companies require planning and a carefully designed transformative plan which makes use of their resources in an effective and efficient manner. For this purpose, Lean Change Management proves most beneficial.?Applying Lean Management techniques?to managing change can reduce waste, increase efficiency, and ensure that momentum is maintained towards successful Transformation.
This framework captures how Lean principles can be leveraged for Change Management. We also introduce the concept of the Lean Change Management Playbook.?Lean Change Management is the implementation of this playbook through a 5-step process:
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91. Customer Experience Models
Emerging technology trends are driving businesses to Digital Transformation?across industries. At the core of most Digital Transformation projects is the?evolution of the Customer Experience, from a traditional linear process (with few touch points) to a continuous, circular process (with constant touch points).
This new approach to Customer Experience has been captured by many top-tier management consulting firms. In fact, this is a set of 2 such frameworks:
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92. Virtual Teams: Challenges & Benefits
To quote, Richard Branson, a British business and philanthropist, “One day, offices will be a thing of the past.”
While organizations still need to travel to reach their physical offices, the rapid changes in the world is requiring businesses to form Virtual Teams. A Virtual Team refers to a group of individuals who work together from different geographic locations and rely on communication technology such as email, voice conferencing services, fax, etc.
Virtual Teams?work well for an organization and is effective even from a communication perspective. Studies from previous years have shown that well-managed, widely spread, Virtual Teams have been outperforming those that share office space. In fact, it has shown that using Virtual Teams can improve employee productivity by 45%.
In today’s highly competitive global economy, to be able to work smarter, organizations must be able to leverage the manifold benefits of a remote workforce. Likewise, organizations must also be able to manage challenges that comes with working with Virtual Teams.
This framework provides organizations a good perspective of working with a remote workforce, along with its challenges and benefits.?There are 4 core challenges organizations must prepare itself to be able to lead remotely.
Having a good grasp of the core challenges will enable organizations to better manage their remote workforce and maximize its benefits.
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93. People Capability Maturity Model (P-CMM)
Following the success of?Capability Maturity Model for Software, Carnegie Mellon University developed the?People Capability Maturity Model (People CMM or P-CMM). The People CMM is based on best practices — in areas such as human resources, knowledge management, and organizational development — for managing and developing an organization’s workforce.
The People CMM helps organizations characterize the maturity of their workforce practices, establish a program of continuous workforce development, set priorities for improvement actions, integrate workforce development with process improvement, and establish a culture of excellence. Utilizing the P-CMM framework, an organization can avoid introducing workforce practices that its employees are unprepared to implement effectively.
Similar to the CMM and CMMI, the P-CMM entails five evolutionary levels of maturity (or stages) corresponding to the way organizations manage their human resource. The five maturity levels establish successive foundations for continuously improving individual competencies, developing effective teams, motivating improved performance, and shaping the workforce an organization needs to accomplish its business plans.
Additional topics discussed in this framework include, P-CMM Overview, 10 Principles of People CMM, 5 Stages of People Capability Maturity Model, a detailed synopsis of each of the 5 maturity stages, and more.
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94. Six Sigma Maturity Model
As organizations adopt and deploy Six Sigma, they go through 5 stages of maturity, outlined in the?Six Sigma Maturity Model. The intent of the model is to?help Six Sigma practitioners, deployment leaders, and executives:
This framework provides a high level overview to the Six Sigma Maturity Model. This model is designed as a general guideline, not a prescriptive roadmap for Six Sigma implementation.
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95. Employee Value Proposition (EVP)
High Employee Engagement ties directly to financial benefits for a company and companies with?high Employee Engagement typically have distinctive and compelling Employee Value Propositions (EVP). We can define an EVP as what we offer our employees in exchange for their effort and commitment.
This framework provides an overview to an EVP model, as developed by Sibson Consulting. The Sibson EVP model can be used to diagnose the effectiveness, develop, and improve our own EVP. The Sibson EVP model is a result of over a decade’s worth of research through Sibson’s Rewards of Work surveys of a national workforce sample.
This framework captures those?factors that most contribute to Employee Engagement, categorized into 5 elements:
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96. FAST Method to Goal Setting
To execute strategy, leaders must set ambitious targets. This must be translated into specific metrics and milestones. It must be made transparent throughout the organization and progress are discussed frequently. This is the?FAST Method to Goal Setting.
Goal Setting?used to be done in a conventional way. Managers hold one-on-one meetings with their subordinates to set goals. Performances are reviewed against objectives and these are linked to promotion and bonus decisions. The same managers aspire their goals to be?SMART — Specific, Measurable, Achievable, Realistic, and Time-bound.
But this conventional wisdom of goal setting rarely asks the fundamental question — does it work? The traditional approach to goals cannot ensure successful strategy execution. An alternative is necessary.
This framework explores the new alternative to goal setting that will effectively ensure successful strategy execution: The FAST Method to Goal Setting. The FAST Method embodies 4 core principles underpinning Effective Goal Systems:
Effectively mastering the FAST Method will enable organizations to drive strategy execution effectively and successfully.
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97. Digital Transformation: Operating Model Transformation
Lean Management plays a significant role in putting in place processes, capabilities, and tools to improve how businesses operate. But the Digital Age has increased both the opportunities for businesses who know how to react and the difficulty of getting it right.
Tasks performed by humans are now more complex — be it accessing information in multiple formats from multiple sources or responding to changing market and customer dynamics at ever-increasing speed. As increasing number of tasks become automated or taken over by cognitive-intelligence capabilities,?organizations need to learn from Lean Management. Like a sprinter who needs all her muscles to be finely tunes and working in concert to reach top speeds, fast moving institutions must have a system to continually synchronize strategies, activities, performance, and health.
Many organizations understand the need to change how they work and have embarked on numerous initiatives, yet few have been able to get beyond isolated success cases or marginal benefits. In fact, most companies recognize the need for a Next-gen Operating Model to drive their business forward in the Digital Age, but how well they develop it makes the big difference.
This framework provide a deep understanding of?Next-gen Operating Model Transformation?and the set of building blocks in putting it in place.
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98. Multichannel Contact Center Strategy
In the increasingly competitive business scenario, the end-to-end customer experience and delight has become a new area, which no one can afford to neglect. It is of paramount importance to deliver superior services with differentiated experience, while aligning with the ever-changing customer preferences and needs.
Likewise, technology has changed the way organizations manage relationships with customers. While companies may argue this new reality, we cannot refute the fact that consumers are increasingly in a position of power. Comparison shopping on a wider scale has become the norm.
A strong relationship with the customer is of utmost importance, and the?modern contact center can facilitate this. A right balance between customer experience and contact center operation may be maintained. This is when Multichannel Strategy comes into play. Multichannel Contact Centers are increasingly taking form with streamlined workflows, rather than a collection of stand-alone systems.
This framework extensively discusses the?Multichannel Contact Center Strategy, its decision parameters, key benefits, KPIs, and approaches. It also details a framework for Service Channel Mix Optimization:
Implemented in 2 stages, each stage is geared towards leading our company to generating greater customer value.
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99. Innovation Culture
Every organization aspires to nurture a Culture of Innovation where employees are motivated to take initiatives that result in the creation of innovative products. However, the actual execution of this aspiration and developing such a Culture perplexes many senior executives, and eventually inhibits the Innovation projects from being successful.
Senior executives often rely on the bigger perspective — concentrating entirely on?how to set up an innovative Culture. In doing so, they overlook on paying attention to planning and executing initiatives required to develop an Innovation-focused Culture. Culture is the outcome of collective behaviors, which necessitates the employees to embrace innovative behaviors at the outset. The Culture automatically becomes Innovation-centric when people become more creative.
To?instill a Culture of Innovation, organizations need to converge their emphasis on shifting key behaviors. This framework talks about the 5 critical behaviors that should be adopted by the entire organization to create an Innovation Culture:
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100. Enterprise Asset Management (EAM) Strategy
Companies in asset-intensive industries have long sought to manage huge investments in assets more effectively. Yet, after significant investment of time and money in formal Asset Management programs, this often fall short of delivering the promised benefits of more reliable assets, lower costs, and improved safety. Too often, executives are not sure why the benefits have not materialized.
Companies often concentrate its efforts on technology upgrading without addressing underlying problems. The latest technology solution will never enable companies to manage assets effectively. A successful?Enterprise Asset Management (EAM) Program?must begin with the right strategy for managing assets and then focus on the people, processes, and technology to carry it out.
This framework provides a?defining perspective and exploration of Enterprise Asset Management (EAM)?and the 3 core components of a successful EAM Program.
A well-structured EAM Program incorporates these 3 disciplines that are tightly integrated. However, companies often fail in the implementation due to failure to develop an effective EAM strategy.
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101. Social Media Management
Social networks, blogs, web forums, and the like have influenced and disrupted almost every facet of life around the world. Smartphones and tablets have made it easy and cheap for users to create new content and share it with their contacts, as well as to review and comment on contributions.
Social Media?is the collection of digital media and technologies that supports users to exchange information and individually or jointly design media content. Essentially, two types of social platforms are notable for companies:
Technology has enabled organizations to evaluate their Social Media activities through sophisticated tools.
The framework also entails information about Social Media in companies, measurement of Social Media activities, and a?guideline for implementing KPI-based Social Media Management.
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Again, if you would like a copy of this article as a?downloadable whitepaper, along with PowerPoint slide visuals for each frameworks, go here.
Founder at Flevy.com | 9,000+ Best Practices from MBB Consultants & Fortune 100 Execs | Download Business Frameworks, PPT Templates, Financial Models, etc. @ Flevy.com
2 年See part 1 here: https://www.dhirubhai.net/pulse/definitive-guide-consulting-frameworks-101-summaries-david-tang/