Let's face it: we pay for services we actually produce with a company. Never have we been so actively involved in "creating value" it has changed our vision on how companies should function. This affects how we look at Change Management. Presented at the (LinkedIn) Organizational Change Practitioners, January 26th @ The House of Marketing, Mechelen.

1. The age of multi ... sourcing channel services faith age
Change Management has left
traditional company borders
Bert Van Bergen
bert.van.bergen@kiteconsultants.eu
January 26th, 2012.

2. A couple of things we have come to accept
Co-Production
Services are produced together with the customer.
Multi-Sourcing
Services from the optimal blend of internal and external
suppliers.

3. A couple of things we have come to accept
unication s” issue.
Cus a re a “comm
tomers Co-Production
Services are produced together with the customer.
ed but not involved.
S uppliers a re inform
Multi-Sourcing
Services from the optimal blend of internal and external
suppliers.

4. service co-production
“... the firm can outsource any proportion of the whole service task to the
customer...”
Source: Mei Xue, Patrick T. Harker, “Service Co-Production, Customer Efficiency and Market Competition”, Wharton Financial Institutions Center, 2003

5. an
. Moynih
EO Brian T
Corp. C
B ank of
Am erica
Missio n: re b u i l d
bank’s reputation
“I, like you, get a little in
censed when
you think about how mu
ch good all of
you do, whether it’s vo
lunteer hours,
charitable giving we do,
serving clients
and customers well,”
t
“You ought to think a little about tha
us.”
before you start yelling at
BofA CEO Brian Moynihan 'Incensed' People Don't Recognize
'How Much Good' His Employees Do.

6. Co-production Framework
Special
Social
Treatment
Interaction Benefits
Co- Social Customer
Trust Benefits Loyalty
Production
Shared Confidence
Benefits
Vision
Source: Li-Wei Wu, “A Framework and Propositions for Managing the Co-production Process”

7. Shared
Customers demand
Vision
changes
“Earlier this year, Bank of
America was
named the country’s second-w
orst company
by Consumerist.com after BP
Plc, the fir m
blamed for the worst U.S. offshor
e oil spill. “
k
nked lowest in a 24-ban
nk of America ra n
“Ba
ess c ustomer satisfactio
survey of small busin nth.”
nd Associates this mo
from J.D. Power a
Customers
have a vision

8. Establish Sense of
Urgency
Form a Powerfull
Guiding Coalition
Create a vision
Communicate the Imaginable Focused
Vision
Desirable Flexible
Empower others
to act on Vision Feasible Communicable
Plan for and
Create Short Term
Wins
Consolidate
Improvements
Institutionalize
Kotter (1995)

9. Image as in Mental Image
Determine your priorities
Get to know your customer REPEAT
=> different levels
Determine stakeholders
=> different
Workshops Service Blueprint
customer groups
Customer Experience Roadmap
Form a mental image
Share a common vision

11. Tilt the balance!
Just choosing the right sponsor is not enough.
Talk desired outcome, not proposals or solutions
Managers make decisions from their “mental image”
of a service
of the company

12. It’s in the interaction!
Don’t “evangelize” before capturing a shared vision
Services are not delivered by the manager
Requirements for change are to be determined by both the
company and the client

13. Relationships matter... at every level!
Foster the right attitude LISTEN
Deliver the message... personally
Direct contact is key!
Set Customer based KPIs

14. multi-sourcing in Change Mgmt.
... >80% of Fortune500 companies outsource part of their
business ...
... in reality, it is impossible for one company to offer one
service completely one their own ...
... outsourcing for cost-efficiency ...
... outsourcing for innovation ...
front office outsourcing
trust
data
relationships shared vision

15. Bert
Van
Bergen
+32
473
712
721
bert.van.bergen@kiteconsultants.eu
Kiteconsultants.eu