The epitome of customer-centric planning.
There are hundreds of customer-centric planning methods in play today.
In fact, there may be more methods than users (at least serious users). But that’s as much a comment on the methods themselves as on corporate willingness to undertake serious customer-centric planning.
Google up “customer-centric planning” and what do you get? A vast array of “planning” methods, virtually all curiously looping back to CRM software. And CRM folks wonder why “CRM” has become a four-letter word in serious business circles?
Customer-centric planning in context
Aligning strategy with customer is the first of three key
alignment steps that together create customer-centricity.
Customer-centric planning is the first and pivotal step in the sequence of actions that turns companies from company-centric to customer-centric. Once strategies align with customer needs, expectations and interests―including not-yet articulated interest―process designers can determine how best to implement the strategies, and then technology can determine how best to enable process. But without customer-centric planning to kick off this sequence, none of it will happen―at least not correctly.
What’s the resistance to customer-centric planning?
Two points of resistance keep companies from properly developing customer-centric strategies:
- Senior management time required
- Anticipated outcomes
The thought of spending days in conference rooms or offsite hashing over the same old stuff doesn’t appeal to many planning-level managers. And no wonder! Fortunately for companies wanting to move towards customer-centricity, we’ve solved both problems.
Hyper-Planning changes the outcomes
Have you ever walked into a planning session as a customer, not an executive? If not, you’re in for a shock. The world looks very different from “out there”―as does your company. Hyper-Planning is the most effective planning regimen in use―for developing customer-centric strategies, in part because it turns traditional planning methods upside-down:
|Outside-In (from customer perspective)
||Inside-out (from company perspective)
|First priority adding value to customers
||First priority adding value to company
|Identifies customer goals
||Starts with financial goals
|Carefully sequenced planning process
||Ad hoc structure
|Available data pre-digested
||Sort through data while planning
|Designed to identify breakout opportunities
||Focused on incremental change
|Starts the process of aligning the company to customers
||Neither external or internal alignment a factor
|Core planning compressed into two days (per division or business unit)
||May take months (and still not drill down far enough)
Hyper-Planning Shrinks the planning calendar
You might call Hyper-Planning “planned planning.” Being customer-centric ourselves, HYM realized that we had to compact planning to fit our clients’ available time. So we compressed our customer-centric planning approach (perhaps the first such formal approach, initially developed by HYM founder Dick Lee as a graduate course in the late 1980s).
Here’s how we “shrunk the planning calendar.”
- Research needs met before we start
- Data converted into digestible information
- Inputs staged in proper sequence
- Participants know the planning sequence up front
- We facilitate the planning sessions (a critical element)
- Prohibition against defending silo interests
- “Green light – red light” decision points (super-majority decides to proceed without unanimous consent)
- “Parking lot” for issues tangential to achieving SCOs (successful customer outcomes)
- Identifying opportunities the next to last step
- Identifying high-level “what-needs to change” the final step
- Outside-in process design takes it from there
Companies benefitting from Hyper-Planning’s outstanding outcomes include:
- 3M Company
- American Airlines
- American Express
- US Bank
- Many, many SMEs, some with less than $10MM in annual sales
To learn more about Hyper-Planning and how it can move you towards customer-centricity, please contact us.