Publiée le lundi 29 janvier

Digital is reshaping customer experience in almost every sector. Digital first attackers are entering markets with radically new offers, disrupting the ways that companies and customers interact and setting a high bar for simplicity, personalization, and interactivity.

To not only stay in the game but capture new sources of value, incumbents will need to reinvent their customer experience. That begins with bringing in data and analytics-based insights about what really matters to customers and how best to deliver it to them. Some companies fail to capture the full benefits of their improvement efforts because they concentrate on optimizing individual touchpoints rather than tackling the customer experience as customers actually experience it—a complete journey that cuts across multiple functions and channels.

Publiée le dimanche 28 janvier

Since the financial crisis of 2007–09, many companies have applied lean management to improve cost efficiencies, customer satisfaction, and employee engagement simultaneously, and many programs have achieved substantial impact on all dimensions. Progress on digital, however, has been more uneven.

Publiée le samedi 27 janvier

A North American bank took less than two years to shift 30 percent of its in-branch customer traffic to digital channels and dramatically reduce its brick-and-mortar footprint. A European cruise line redesigned and relaunched five core products in nine months to increase digital conversions by three to five times and sales by 150 percent.

Publiée le vendredi 26 janvier

Companies know where they want to go. They want to be more agile, quicker to react, and more effective. They want to deliver great customer experiences, take advantage of new technologies to cut costs, improve quality and transparency, and build value.

Publiée le jeudi 25 janvier

Organizational transformations are hard work, and according to the latest McKinsey Global Survey on the topic,1companies are no more successful at overhauling their performance and organizational health than they were ten years ago.2A particular blind spot seems to be the failure to involve frontline employees and their managers in the effort.


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Un de nos projets dans les Echos : la blockchain au tour de France avec l'ANFR

le premier projet de blockchain secteur public en France vit son dernier test grandeur nature sur le tour de France avant ouverture du service au public.

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L'Agence nationale des fréquences (anfr.fr) dont nous accompagnons la transformation numérique depuis 4 ans met à disposition une blockchain pour gérer les fréquences libres de droit sur les grands événements, occasions traditionnelles d'afflux massifs d'appareils qui émettent dans ces gammes et risquent de se brouiller mutuellement.

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Une façon de simplifier la vie de tous par les technologies disruptives.

 
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Like short skirts, innovation has traditionally swung into and out of fashion: popular in good times and tossed back into the closet in downturns. But as globalization tears down the geographic boundaries and market barriers that once kept businesses from achieving their potential, a company's ability to innovate—to tap the fresh value-creating ideas of its employees and those of its partners, customers, suppliers, and other parties beyond its own boundaries—is anything but faddish. In fact, innovation has become a core driver of growth, performance, and valuation.