EXPERT SPEAK talking about it , and about how we must always focus on customer success without appreciating that success for the customer does not always equal the technology company ’ s understanding of success being the delivery of the various technical and functional outcomes written into the scope of work that was put together for the project .
This happens because too few technology partners are having discussions with the customer at a senior level pre- and post-negotiations , during and after implementation . The question they should ask the customer so that they unequivocally know , is : What does success look like for you , outside of the scope of work ? Then , they should continually ask themselves : Are we on track to deliver what that customer success is while doing the actual delivery ? These checkpoints are absolutely crucial to ensure a customer achieves success , as opposed to the partner delivering every aspect of the scope of work without the customer ’ s CEO seeing any real change in the business .
This shift is necessary in an increasingly difficult environment where profitability and customer retention are vital . Get it wrong , and the customer will pay your competitors a visit .
It ’ s one thing appreciating that the business outcome must not be forgotten at the altar of function and technical prowess , but it requires a shift in how a partner differentiates itself as a technology solutions provider . It requires leadership , because , ultimately , what good is a consultant if he or she cannot provide the kind of counsel a business needs , and is paying for , even if the C-suite doesn ’ t want to hear it ?
This is precisely why Altron Karabina has placed so much emphasis on our culture of transformative leadership . What does transformative leadership mean ? It means that when you go into implementation , you do so knowing the you are the one with experience , who ’ s done these complex implementations dozens of times . There ’ s a tendency in the IT industry , especially among the more technical consultants , to agree to all customer demands even if it does not result in the outcome the business wants to achieve . This may feel like the right thing to
If we are blunt , the technology industry is not very good at coming back to the first level and asking : did we achieve the business outcome ? be doing , i . e ., giving the customer what they want but ultimately can be a disservice to the customer .
It is most certainly not arrogance . It is built on a customer-centric promise . It means that if a customer says they would like to keep their old processes , you as the consultant or consulting company , equipped with top skills and invaluable experience , are brave enough to confidently and respectfully push back . It ’ s about explaining to the customer that while you appreciate their desire to keep their old processes if they don ’ t change or adapt them , they won ’ t improve anything with the new system , which – as you guessed – will result in the business outcome not being achieved . If a new system has just enabled the old processes , you have achieved nothing except spending money on a new system that does the same as the old one . In the process you may have modernised slightly , but you have not digitally transformed .
Transformative leadership drives an outcomes-focused approach and appreciates that operational excellence is non-negotiable . In other words , a technology partner must know it has the technical expertise and experience to drive an implementation that achieves business outcomes that truly transform the customers environment , as well as functional and technical outcomes . •
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