Details presentation to the CCA from Stephen Parry, author of "Sense & Respond: The Journey to Customer Purpose."

1. CCA Research Council Report
Planning and Achieving Change
See Business Differently Ltd.
Stephen Parry, Beverly Evans, Susan Barlow
November 2008 V3.1
Price £95
© Copyright 2008 See Business Differently Ltd.

2. Key Headlines
Customer contact centres are facing unprecedented challenges and transformation is essential for
survival. Pressure exists to improve customer experience, reduce operating costs, motivate staff and
create differentiation.
Traditional customer service models and call centre designs no longer meet the needs of the modern
customer. This calls for a new approach to organisational design, development, leadership and change.
So, where does an organisation begin?
This paper outlines a number of new key concepts.
Change Capabilities
There are numerous types of change initiatives within organisations, from tactical improvements within
the local workspace to large, strategic change to structures and technologies. In order transform any of
these situations effectively, these simple questions must be asked: ‘What does the organisations change
community look like? and ‘Does it support my current business model?’ This document will provide some
insight into these important questions, and the answers will be unique to your situation.
Operating Mode:
There are many types of businesses ranging from simple, transactional businesses to high-value
professional services. Trying to deliver high-value services in a transactional mode will be disastrous. A
clear understanding of the operating mode is necessary to clarify your approach to change and the type
of change you need to produce. Within this paper, See Business Differently provides a useful guide to
help you determine both your current and future operating mode.
Service Climate
The Service Climate is the combined perceptions of customers, employees, managers and leaders; it is
an outcome of the day-to-day behaviour of your business. It predicts the performance and long-term
profitability of an organisation. Understanding your current service climate will provide insight into the
selection of approaches required to create change in behaviour of both customers and employees. See
Business Differently uses a service-climate diagnostic, Climetrics® (4), to measure how well the
organisation, as a whole, identifies, understands and delivers value against customer needs.
The soft stuff is the hard stuff
See Business Differently firmly believe the key to successful change is the creation of change
communities (change capabilities) that reside within or as close as possible to front-line operations. It is
people who create change and it’s a change in their behaviours that sustains it. Even if you are
implementing a change program based on technology, placing behaviours at the centre of your program
will always deliver a better return on investment and improve both engagement and acceptance. ‘You
get the behaviour you design for’. So how do we design better behaviours and infrastructures at the
same time?
To start, the organisation needs a change framework, a clear understanding of its chosen operating
mode, the type of change capability it wants to create, and the kind of service climate it would like to
establish.
© Copyright 2008 See Business Differently Ltd.

3. Executive Summary
This paper outlines a framework to provide organisations with insight into the following questions:
• What type of operating model best suits our needs?
• What organisational capabilities do we require?
• What are the implications for our change management teams?
• What type of leadership and executive support do we need?
• How can we determine if our contact centre has the maturity to change?
• What type of change approach should we use to gain involvement and commitment?
The Challenge
‘How do we translate an executive strategy into an operational design, implementation plan and our
ongoing managing practices?’ And, ‘how can I influence the change agenda?’
Solution Approach
What is required is a universal set of approaches and methods that can be used by any customer contact
centre given their unique operational circumstances and maturity.
Assessing Readiness for Change
In order to move the organisation to its future state or change its operating mode, it is necessary to
determine the elements that need to be removed, strengthened and created.
Solution Design
Having identified what needs to change, an approach needs to be selected and change elements
sequenced into a route map.
This paper will discuss various change models and highlight the critical factors that influence the choice
of approach and route map design.
© Copyright 2008 See Business Differently Ltd.

4. Approach
This paper outlines a three-stage framework for designing, building and changing organisations to help
organisations introduce new managing practices and operating structures.
The change assessment framework and subsequent route map planner focuses on understanding the
alignment between the following areas:
• Operating Model
• Operating Mode
• Organising Systems
• Managing Practices
• General Service Climate (i.e. operational performance and behaviour)
• Delivery Capabilities
Particular attention will be given to the following areas:
• Ability to define and measure customer value and end-to-end delivery performance.
• Ability to share customer data and operational performance information at all levels within
the organisation.
• Ability of the organisation to introduce innovation and improvement.
• Leadership styles and drivers at each level within the organisation.
Discovering the current state
A clear understanding of current operational practices, capabilities and change readiness is required. In
addition, the organisation needs to gain insight into the operational practices that need little or no
change and those practices and capabilities that it needs to create in order to move to an adaptive
service model, focussing on meeting ever-changing customer needs.(1)
Information gathered during this exercise will need to be socialised with senior teams and provide
valuable input into the future state design and implementation route map.
The route map needs to focus on leveraging previous investments in technologies, practices and skills.
Change Assessment Framework
Executive teams are responsible for determining the market positioning strategy, offerings and business
strategy, while operational teams need to create an execution plan or operating strategy.
An example of the See Business Differently change assessment framework can be seen in Fig 1
© Copyright 2008 See Business Differently Ltd.

5. Executive Direction
Data for these areas (highlighted in green) is usually provided by senior executives. Operational staff
will need to translate these activities into an operational plan. However, it is not uncommon to find
situations where executive teams have not clearly defined the company’s market positioning, offerings,
means of differentiation or even the business strategy. In these situations, contact centre operational
managers have two choices:
1) Do the best they can with the current lack of direction and hope they are doing the right
thing.
2) Take a leadership position and use customer data from the contact centre to inform and
drive the executive agenda. (1), (2).
Alignment between the executive objectives and operational execution is often perceived as an
executive responsibility. However, operations are closest to the customer and understand customers’
deepest needs; operations, therefore, must take the leadership position if there is to be a real
transformation in the customer experience, employee engagement and long-term profitability.
Market Position Market Position Strategy
The market position strategy defines how the organisation positions itself in the
Executive
Strategy
Offerings and market place against its competition. Some areas to consider are:
Differentiation
Business • Industry sector and customer groups.
Strategy • Level of value creation (Are services simple transactions or professional
Operating services?).
Model
• How does the organisation differentiate itself within the sector?
Operating
Mode
• Market dominance, cost advantage, value advantage, price leadership.
Organising
Operations
Systems
Managing
Offerings and Differentiation
Practices An organisation must be clear about what it intends to provide and how. In
addition, it should ask itself whether or not it has packaged its goods and
Service Climate services in an accessible form. Can customers easily buy the goods and
services? Ideally, offerings should be differentiated in some way.
Behaviour
Differentiation may come in many forms. The offerings themselves may be
Performance
unique, or the way in which services and products are delivered may increase
customer value.
Maturity Gap
Gap
Business Strategy
Foundations Gap Business strategies usually comprise:
Corporate Culture:
Fig 1 Values, mission statements, leadership style, team work, flexibility/adaptability
and change management.
Strategic Intent:
Futures, re-engineering, downsizing, organic growth, acquisitions, restructuring,
share price, sales, profit, earnings, productivity, volumes, core business and
new product or service development.
Strategic Planning:
Vision, goals, aims/objectives, analysis, business development.
© Copyright 2008 See Business Differently Ltd.

6. Operational Responsibilities
Operations need to create an operating strategy and change approach to execute the overall executive
strategy.
Operating Model
When considering change, a clear understanding and definition of the current
and future operating model need to be articulated. (4) For example: Market Position
Executive
Strategy
Offerings and
• Does the organisation have a virtual model, using technology to link a
Differentiation
distributed advisor resource such as home workers?
Business
• Are all delivery capabilities fully owned and controlled by the company?
Strategy
• Does the organisation operate a fully outsourced, on-shore or offshore
Operating
model?
Model
• Does it operate a centralised (one or two big locations) or distributed
Operating
model?
Mode
• Does the organisation operate in-house call centres with outsourced call
Organising
overflow?
Operations
Systems
• Does it operate a web-based, agent-less model? etc.
Managing
Practices
The list and combinations can be extensive; however, defining both the current
and future operating model are key to understanding the later construction of a Service Climate
change/transformation plan.
Behaviour
Operating Mode
See Business Differently research (4) has demonstrated there are typically four Performance
types of customer service operations, each requiring different management
focus, employee skills and customer engagement.
Maturity Gap
Gap
Understanding the current dominant mode and future mode of operating will
assist in the formulation of a change/transformation plan. Below is a brief Foundations Gap
summary of each mode.
Fig 2
• Mass Production: One size fits all
This is a spray-on service. It has low variation in types of offering; employee skills are basic and
customer engagement is transactional.
Competitive basis is commoditised into high-volume, low-value work.
Delivery models usually include automation and off-shore solutions.
Management focus is on costs and agent utilisation
Change capability resides in centralised, specialist groups for all types of improvement and
change.
• Mass Customisation: One size fits all with options
The customer experiences more choice, but the model is a variation of the one-size-fits-all. The
employee helps the customer select from a fixed menu of options. The customer experience and
employee engagement, however, are relatively low.
Competitive basis is commodity-driven with an emphasis on providing value-add.
Delivery models include automation and off-shore solutions.
Management focus is on cost, efficiency and the standardisation of customised options.
Change capability resides in specialist groups for large projects and local specialists for process
improvement.
© Copyright 2008 See Business Differently Ltd.

7. • Mass Specialisation: The Department Store
The customer is offered more choice, usually (but not exclusively) under one roof or on the
same phone call; however, customers must know which service they want, where to obtain it
and integrate each one from different sources. Since employees possess deep specialist
knowledge, they will engage customers at a much higher level, and the customer experience is
personal and solutions standard.
Competitive basis is in-depth specialities connected to expert communities.
Delivery models use skill-based routing and expert ‘presence’ networks. These may include off-
shore capabilities when professional skills are more valuable than cultural skills.
Management focus is on developing knowledge within staff, capturing and reusing solutions and
efficient solution delivery.
Change capability resides in advisors for process improvement, local specialists for all other
aspects of business improvement, centralised resources for project or program management for
interdepartmental or technical change.
• Mass Adaptation: The Personal Shopper
The service will provide personalised advice to suit the individual. Employee skills are high and
they will integrate and combine all solutions on the customers’ behalf in unique combinations,
resulting in high customer and employee engagement. The customer experience, therefore, is
personal and unique.
Competitive basis is a trusted advisor and expert.
Delivery models need to support high customer contact time, solution research and delivery
effort.
Management focus is on developing customer relationships, creativity, expertise, customer
assurance, developing front-line decision-making and customer business outcomes.
Change capability resides in the advisor community for engaging with customers, learning from
customers, developing change plans and leading change. High-level project management for
structural or technical change is usually found in centralised teams.
The operating-mode characteristics clearly illustrate how the underlying work-design principles impact
the customer experience, employee involvement, management focus, delivery models, change
capability and leadership styles.
Mass Specialisation Mass Adaptation
Personal and standard
Personal and unique
One size fits all with options
One size fits all
© Copyright 2008 See Business Differently Ltd.
Mass Production Mass Customisation

8. Customer Service Climate Characteristics
Customisation
Specialisation
Adaptation
Production
Mass
Mass
Mass
Mass
Enhanced
One-size fits all. The Department
Character One-size fits all with The Personal Shopper
Spray on Service Store
options
More Choice from a Personalisation.
Fixed Menu
Offerings Low variety variety of standard Individualisation.
of simple options offerings Act on customer behalf.
Employee Understand basic Employee has specialist Expert knowledge to
Engagement Basic provide integrated
Skills Option configurations Knowledge and skills solutions.
Customer Transactional Customer and Employee High Level of Customer Customer experience is
Experience and Processed Interaction relatively low Engagement Personal and Unique
Commoditised Commodity Driven In-depth specialities
Competitive Trusted Advisor and
High Volume Emphasis on providing connected to expert
Basis Expert
Low-Value Work Value-add communities
Developing Knowledge. Creativity, expertise, and
Employee
Management Cost, Efficiency and Capture and reuse front-line decision
Utilisation, Cost,
Focus Co-ordination solutions. making.
Work Intensification
Optimised Delivery. Customer outcomes.
Fig 3
© Copyright 2008 See Business Differently Ltd.

9. Improvement or Transformation?
Organisations must ask themselves do they want to improve what they are currently doing or do they
want to transform their business? If improvement only is needed, then the organisation should clearly
identify its current operating mode and take steps to enhance it.
If, on the other hand, the business needs to change what it does, such as moving away from remedial
break-fix services towards providing managed services, then a transformation in the operating mode
should be considered.
Organising Systems
Organising systems are the subsystems designed to control, monitor and enable effective and efficient
deployment of operational resources. Some of these include:
• Reward and recognition systems
• Governance systems
• Management review
• Fiscal control
• Performance review
• Process-management systems
• IT reporting systems
• Workflow systems
• Resource and capacity planning systems, etc.
In order to facilitate and sustain change initiatives, consideration must be given to those organising
systems that would create a barrier or accelerate change.
Managing Practices
Managing practices establish the conditions for an effective service climate, drive employee behaviour
and produce the customer experience. (3) They are the methods used by staff and management for the
planning, organisation and control of work with particular emphasis on: decision-making, performance
improvement, innovation, customer-knowledge sharing, standards and change capability.
An organisation should also consider these questions when evaluating its managing practices:
• What methods are used to determine operating key-performance indicators?
• Does a mechanism exist for capturing customer needs and routinely sharing them with the entire
business?
• What mechanisms are in place to help the workforce improve its workplace and end- to- end
processes, even when the process leaves the confines of the customer contact centre?
High-performing customer contact centres that create long-term profitability, a superior customer
experience and service climate pay particular attention to the managing practices that create wealth
for the both the customer and the business.(2)
These practices go beyond the day-to-day management of resources and the hypnotic drive to provide
the fastest and most efficient means of processing work. Instead, they focus on the creation of
customer value and the maximisation of employee potential.
© Copyright 2008 See Business Differently Ltd.

10. Organisations, in order to differentiate themselves, need to consider if the day-to-day operation (front-
line staff and 1st line management):
• Understands and interprets individual customer needs
• Makes sense of customer needs and their implication for the business
• Shares customer needs systematically across the business
• Encourages first-line management to train front-line staff to listen and adapt to customer needs,
instead of simply directing and controlling operations to hit output targets.
• Help employees improve their workplace and end-to-end processes (end-to-end, includes the
processes that leave the confines of the customer contact centre)
• Involve front-line employees, who are most knowledgeable about customers’ needs, in the
improvement of products and services.
Research (3) has shown that these areas have a significant impact on an organisation’s ability to
differentiate itself and have an enhanced operational performance and a superior Service Climate.
Service Climate
The Service Climate is the combined perception of customers, employees, managers and leaders. It
predicts the performance and long-term profitability of an organisation. See Business Differently uses a
service- climate diagnostic, Climetrics® (4), to measure how well the organisation as a whole, identifies,
understands and delivers against customer needs.
Behaviour
Many years of research have demonstrated that people cannot be instructed or coerced to behave in a
particular way if the desire is long-term behavioural change. Our own Service Climate Management
research (3) has shown that ‘You get the behaviour you design for’. The biggest influence on the
behaviour of staff and managers is the managing practices adopted by the company in response to the
design of the operation. It is no coincidence that behaviour in this model is shown as an outcome along
with operational performance.
The four operating modes: mass-production, mass-customisation, mass-specialisation and mass-
adaptation will provide insight into the type of behaviour an organisation wants to create, as each
operating mode requires different types of customers, employees and management behaviours.
Often in the absence of a good operating system, companies resign themselves to checking and policing
behaviours (coercion) as a means of mitigating the problems associated with a bad operating system.
Maturity Gap
This is a measure of how advanced or sophisticated the current operation is. Often businesses try to
move an operation to a higher level of maturity without understanding how secure and confident people
are with the current approach and their ability to take on new challenges.
Foundation Gap
Operational weakness will surface during a time of change. Therefore, before any change is
contemplated, a close examination of how well the current operation delivers against today’s
requirements is needed. A realistic assessment will determine if the operation is currently ‘just-coping’
when meeting today’s demands. The change programme will expose any operational weakness very
quickly. Failure points can surface in the most unexpected way, throwing the change programme into
disarray. It will be the change programme, not the current operational weakness that will come into
disrepute.
© Copyright 2008 See Business Differently Ltd.

11. Using the framework
Stage One: Can we deliver today’s business?
This identifies if the business can deliver against its current commitments and identifies corrective
actions to create sound foundations.
Stage Two: Can we deliver tomorrow’s business?
The same framework is used to articulate new business requirements and the characteristics of the
future-model.
Stage Three: What is the change-programme design and route map?
The organisation should evaluate design options, and it needs to select a change approach and design
the route map.
A very simple Red Amber Green system can draw attention to the areas most in need of definition,
design and improvement as illustrated below:
Can we deliver today’s Can we deliver tomorrow’s Change Programme Developed
business? business? Design Business
Market Position Market Position New Market Positioning Market Position
Executive
Executive
Executive
Strategy Strategy Strategy
Executive
Executive
Executive
Offerings and Offerings and New Services Offerings and
Differentiation Differentiation Differentiation
Business Business Business
Strategy New Business Strategy
Strategy Strategy
Operating Operating Operating
Model Model Model
Current initiative
Operating Operating continuance Operating
Mode Mode Mode
Capabilities to
Organising Organising Organising
Integrate
Operations
Operations
Operations
Systems Systems Systems
Capabilities to
Managing Managing Develop Managing
Practices Practices Practices
Capabilities to
Service Climate Service Climate manage out Service Climate
Behaviour Behaviour Select Change Behaviour
Approach
Performance Performance Performance
New initiatives
Maturity Gap Maturity Gap Mature Operation
Gap
Gap
Change Programme
Design (Route Map) Adaptive
Foundations Gap Foundations Gap
Capabilities
Fig 4
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12. Defining the Change Approach
Having defined the gap and identified the capabilities, a change approach needs to be selected. Every
organisation has its preferred or established approach to change; however, it makes sense to leverage
the existing change approach if it has an established track record of success.
What Change Communities Does the Organisation have at its Disposal?
There are usually a number of approaches available to an organisation depending on how they view
responsibility for change and improvement. The established change community will illustrate the
dominant leadership thinking behind change in general, either top-down dictatorial or bottom-up.
Typical change communities are front-line operatives; specialist groups, either in front-line operations
or central change teams; or senior, trusted advisors working with the executive teams.
The diagram below demonstrates how a change approach should be selected based upon the
organisation’s dominant change community set-up and the level of urgency behind the change.
The scope of change (i.e. is it a unit-level change or a cross-functional organisational change?) needs to
be considered. To overcome change resistance, a combination of top-down and bottom-up approaches
are needed. This will create true involvement and workforce acceptance for new ways of working.
Change Approach Planner
Integrated Coordinated Multiple initiatives
Internal Learning schools
Aggressive
Trusted Advisor
and shared knowledge
Transformational
Dictatorial
Organisational
A C
Co-ordinated
Top Down
Dictatorial Un-coordinated
Integrated Learning Dictatorial
Change Community
Infrastructure
Rapid Push Integration
and High rework
Specialist
Integrated Learning Point Solutions
and Low re-work Dictatorial
Reactive
B D
Organic Learning Coaching
Bottom up
Improvement
Unit level
Community Point Solutions
Experiments Local
Workforce
Proactive Continuous
Improvement Reactive
Proactive Fire fighting
Local Interest Groups Reactive
LOW Urgency HIGH
Proactive Reactive
Optimum Zone = © See Business Differently 2008
Fig 5
The Difference between Front-line Involvement and Consultation
Very often organisations choose a centralised, change-team approach to drive change without having
first built up any front-line change capability. In these situations, employee involvement and
commitment is very limited and change will encounter significant resistance, even failure. Employee
engagement is usually limited to discussions and communication. This is not employee involvement; it is
change consultation. Front-line involvement means the staff themselves are designing, driving and
delivering change. Encouraging front-line operations to be involved in the early design stages or even
asking them to create a new future state themselves will increase change commitment, aid
communication and speed up implementation. To many senior teams this will seem like a loss of control,
but the process is counterintuitive, providing greater control and increased change velocity.
© Copyright 2008 See Business Differently Ltd.

13. Proactive and Reactive Change
If change has become urgent and the organisation finds it is working from quadrant C, the opportunity
for a more-considered, proactive approach will be somewhat diminished; however, recovery is still
possible, providing there are high levels of communication and reassurance to the workforce.
Organisations need to understand that approaches that are highly-reactive and urgent by nature become
highly political and depend on position power for their execution. This form of change carries higher
risks of alienation and failure.
The strong advice emerging from change modelling is to build change capability into front-line
operations on a daily basis. This will create a long-term, core competency that can be leveraged at
times of crisis and reduce the stress of change programmes, spread the cost of training and, more
importantly, gain more commitment and optimism from all stakeholders.
It is clear organisations that can change rapidly are more likely to prosper in the new-world economies.
Ultimately, a change approach will always be a trade off between building change-capability slowly,
over time, in preparation for an undefined change, or leaving it until change is imminent.
Changing the way the business operates and behaves
Below (fig 6) is a diagram detailing how a telecommunications company decided that simply providing
internet and telecoms solutions in various bundles, while the customer service teams treated all support
calls as transactions would not create much-needed market differentiation. Their delivery and support
models were working at cross purposes, providing a very different customer experience.
The company also realised they had a choice either to improve their current operating mode from
medium to very high in order to get beyond the differentiation curve by using a mode most operators
were using or change the game by seeking a different operating mode.
The company brought both the solution providers and customer service operations together, (they
resided in the same premises but operated separately) created change communities within the front-line
operation, designed change and improvement into everyday work, redesigned the measuring system and
introduced targets based on customer outcomes not quantities supplied.
After just nine months, the service climate had changed dramatically; staff were involved in improving
the operation every day and developing new and innovative services. This was at a fraction of the cost
of the previous operation models.
Capability Climetrics® : Service Climate Comparison Before and After
Strength
After
High
End-to-end
Management
Solution
Before Providers
Medium Customer
Service
Differentiation
Curve
Low
Mass Mass Mass Mass
Production Customisation Specialisation Adaptation
Climate Type
© See Business Differently Ltd 2008
Fig 6
© Copyright 2008 See Business Differently Ltd.

14. Decision-making and responsibility changes
Before After Before After
Statement Statement
% % % %
Understanding our services allows me to
42 100 I am involved in decision making. 28 45
take effective action.
Understanding the customer improves my I make decisions with the customer in
14 83 14 67
commitment. mind.
Understanding customers helps me make My data improves the quality of decision
15 95 0 83
better decisions. making.
It is my job to share information with my I can improve processes and methods to
0 63 15 65
peers and managers. serve the customer.
I help my organisation understand what I use customer data to help managers
0 82 17 63
customers value. make better decisions.
My manager supports my decision when I I am confident making decisions with
0 49 13 66
have customer data. customer data.
The management team is committed to I understand how the whole organisation
17 50 16 68
improving the quality of work works for customers.
Fig 7
In fig 7, there are a selection of questions (before and after) highlighting how changing the operating
mode and designing change capability into day-to-day operations resulted in a change in employee
involvement and responsibilities.
The company is now much more proactive and provides high levels of customer engagement and much
lower operating costs. The biggest payback has been the transformation in the relationship between the
company and its clients, by moving the business from crisis management to a predictive proactive
disciplined adaptive business model, the company has obtained their clients trust and repeat business.
This change was designed with behavioural outcomes at its centre, technologies, processes, service
offerings, reward and recognition systems; management training and leadership development were all
aligned to this purpose.
Dual Operating Modes reveal an organisations true attitude to customers.
Figure 8 shows the typical climate distribution for different industries. It is evident from our research,
like the company above, a number of industries have two operating modes, one for the sales process and
a very different one for in-life services (after sales or customer service). They pay much more attention
to individual needs when trying to acquire customers than supporting them once then have bought a
product or service.
In addition where consumers/citizens have to comply with regulatory requirements, a mass production
mode to service is often chosen. Fortunately, this is now changing, albeit slowly, as evidenced by the
advances made in the way Inland Revenue and Tax advice services are currently being delivered.
Data illustrates the cost of retaining a customer is a fraction of the acquisition cost and that most
customers defect because of bad in-life service. However, contrary to years of evidence, organisations
still create mass-production customer-service environments as a means of keeping costs down, when in
fact, quite the reverse happens.
The above case study demonstrates that it is possible to provide highly individualised-responses for both
sales and in-life services and provide it at a fraction of the cost.
© Copyright 2008 See Business Differently Ltd.

15. Capability Climetrics® : Service Climate Comparison Typical Industry Distribution
Strength
Water
Energy Utilities
High Utilities Insurance
Purchasing Services Investment
Low-cost Computers Services
Airline Travel
Revenue Services Health-Care
Mobile Phone and Tax Services
Medium Support Services Independent
Mobile Phone Financial Legal Consumer
Credit Card Purchasing Advice Advice Advice
Post and Services
Parcel Services Consumer IT Corporate IT Differentiation
Consumer Support Services Curve
Work and
Low Pensions
Banking Services
Services
Mass Mass Mass Mass
Production Customisation Specialisation Adaptation
Fig 8 Climate Type
© See Business Differently Ltd 2008
The diagram above shows the dominant service climate for a number of industry sectors. However,
within each sector, a range of operating modes exists. It has to be said that only in one or two sectors
there are companies that have actively moved away from the commoditisation of the mass- production
and mass-customisation modes to create higher value services and better customer experiences found in
the mass-specialisation and mass-adaptation modes.
Companies that take a unified approach to providing high-level, responsive services for all parts of the
customer life-cycle will retain their customer base and prosper over the long-term.
At the end of the day, it’s customer purpose that defines value and dictates how the organisation needs
to be designed, built and operated.
© Copyright 2008 See Business Differently Ltd.

16. Footnotes and other white papers from See Business Differently.
1. CCA White Paper: Sense and Respond, New Principles and a New Vision for the Call Centre
Industry. (Parry)
2. CCA White Paper: A Demanding World: How much value do you create for customers? (Parry)
3. CCA White Paper: The Service Climate and Customer Intelligence Workers. (Parry and Fisher)
4. Climetrics ® Call Centre Diagnostic: Translating the Service Climate into operational actions.
(Parry and Fisher)
Further Information and other publications
Book
The book outlines an innovative and proven framework for organisational
change, which enables companies to move away from a “mass production”
mentality to one of “on-demand adaptation’ and deliver greater customer-value
right across the corporate enterprise.
Sense and Respond: The Journey to Customer Purpose. Parry, Barlow, Faulkner
(MacMillan 2005)
Strategy White Papers
Measuring for Value. Transformation Pitfalls and Lessons. (Parry and Marr)
Articles
Service Climate Management
Cracking the Customer Code
Seven Deadly Sins of Transformation and Change
Gem a call centre transformation case study
Office Products Direct: A Call Centre Turn around. Detailed Case study complete
with project plans, task lists, organisational redesign, interviews and results.
TV
BBC Documentary The Crunch Call Centre Change, Innovation and Creativity.
Channel 4/Einstein CIPD. Sense and Respond Call Centres.
Radio
BBC Radio 4 In Business with Peter Day: Lean Service in Call Centres
(Listen again http://www.bbc.co.uk/radio4/news/inbusiness/inbusiness_20080131.shtml )
Website downloads: www.seebusinessdifferently.com
Contact details
Stephen Parry +44 (0) 7838 114 997 stephen.parry@seebusinessdifferently.com
Diagrams and Trademarks remain the property of See Business Differently Ltd. All Rights Reserved.
Climetrics ® is a registered trademark of See Business Differently Ltd.
© Copyright 2008 See Business Differently Ltd.