The area of Customer Operations contributes significantly to customer satisfaction, at the same time Customer Operations drives cost-to-serve. With a view to both goals, customer orientation and high customer satisfaction, and the lowest possible cost-to-serve, an energy supplier was looking for structural optimization approaches. The goals had been formulated, but the strategy did not yet specify any concrete fields of action or priorities. There was no transparency as to which prerequisites for achieving the goals were already in place in the company and which needed to be established or optimized. Thus, there was a lack of a sufficiently concrete view of “what the company must be able to do”, “what the company can already do” and “what needs to be worked on”.
- Structuring the action areas by evaluating trends and best practices as well as success factors to achieve the goals
- In a cross-functional team and interactive workshop format: collection of key capabilities that the Customer Operations division must provide to cover these action areas
- Inclusion of specific use cases in the Customer Operations division, such as “intent-based routing”; completion of the capabilities required for these use cases
- Formulation of an ambition level for the use cases, assessment of the corresponding maturity level in the capabilities
- Visualization of the need for action in a target picture and transfer into a concrete roadmap for the coming year
- A jointly supported target picture, built on business capabilities, as well as skills that a company must have in order to pursue its goals.
- Transparency about the concrete need to act, derived from the ambition level for key capabilities.
- Clear responsibilities for capabilities and recognizable references between business capabilities.
- A capability roadmap, for business-oriented IT, skills and process planning.
- Visualization and documentation in the CAPAMAP software for sustainable planning and control.