Essay on Can Systems Thinking Revolutionise Your Customer Service?

1408 Words Mar 16th, 2014 6 Pages
Viewing your organisation from the customer's perspective is, of course, the best way to improve customer service. And this way of working is the central tenet of systems thinking which examines how customers draw value from the process of interacting with an organisation and conversely, how the design of an organisation and its processes can drive poor service and poor performance.
The Institute of Customer Service estimates that poor levels of customer service costs the British economy £50 billion a year, which equates to an average of £248 in lost business from each UK citizen.
During the last century, organisations developed a method of evaluating design and management of work known as traditional thinking. This model is top-down,
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Systems thinking enables people to view their organisations not only from a customers’ point of view, but from a broader perspective and focusing on the whole business as a system rather than paying attention only to its various parts or departments. It is a powerful approach to improving service or production, reducing failure and mistakes, and eliminating waste at every level of the organisation.
Customers' view or opinion of a firm is formed by what happens at the point of transaction, how their demand is met, how the organisation responds and whether the organisation adds value to them. Value must be defined in customer terms. World class businesses think of the customer transactions in terms of how well the customer is able to 'pull value' from the system - that is, get his or her needs met. The faster the 'pull' of value, the better the service and the lower the cost.
The difficulty most organisations have is that they do not possess the skills to truly understand how to analyse their own business from a customer’s point of view and as such, invariably design processes and strategies from an interpretation of what they believe customers want and then impose their products or services on to their customers rather than designing against true customer demand. This often leads to a functional design of departments such a front office and back office splits, so it becomes harder for a right first time response to be achieved at the point of contact.

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