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Would you say agile processes are key to delivering the highest level of customer experience?
Ben Alexander Accepted Answer Pending Moderation
While not mandatory for delivering the highest level of customer experience, agile processes are a great way to deliver what customers need and want.

Talking, building, and delivering in an iterative fashion with customers helps everyone discover ideal outcomes and delight customers. I have seen many projects that missed the mark on what the customers needed and wanted, and do agree that more agile process would have helped in those projects.

Whether it is agile or not, repeat discovery and learning with customers is an excellent method for reaching a high level of customer satisfaction.

Ben
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Bogdan Nafornita Accepted Answer Pending Moderation
It depends on the experience the customer is expecting.

If the customer wants a streamlined, automated, experience, anything agile or flexible is detrimental to that.

I'd say that modern customers expect, when buying, not the best experience with you, but the least experience with you.
CEO, Co-founder, Profluo
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Stuart Chandler Accepted Answer Pending Moderation
Blog Writer
Yes, without question agile processes are a pillar to customer experience. I would split the context into a) an agile organization and b) processes that are agile. An organization that has agile teams in place both operationally and for the purposes of technology are key to react to change. In terms of the business processes- Standard processes that are developed to drive efficient customer resolution will have exceptions and those exceptions will be somewhat known and/or unknown during business operation so how quickly can an organization and its supporting processes react to change? An agile organization can move fast to solve immediate needs at hand and in turn, determine if those exceptions need to become a branch in the normal processes. If organizations force exceptions into a normal processes that is unprepared there is tremendous risk of customer dissatisfaction and loss of customer. On the same token the more rigid the underlying technology is to process change, the greater risk to customer experience there is......
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Jose Camacho Accepted Answer Pending Moderation
Business processes must be based on a dynamic structure, which allows for agile responses to the changes required by multiple customer experiences.
By dynamic structure, means possibility to evaluate and implement small changes without need to implement the whole process whenever a change is required.
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David Chassels Accepted Answer Pending Moderation
An Agile Process? I think 2 key attributes which should help deliver good customer experiences

First is the IT angle on "agile" i.e. the ability to support quick change in both build and in the future based upon changing circumstances and of course customer feed back. Future change needs to be supported by a good change control system to allow seamless move from old to new.

Second is "agile" as understood by business where the actual process can recognise customers and their input which delivers dynamically relevant information /data to allow the customer to make decisions based upon what options are available. This will engage the customer feeling in control even offering the customer to try different combinations to arrive at their optimal requirement.
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Dr Alexander Samarin Accepted Answer Pending Moderation
The meaning of “agile process” is not clear. What processes have to be agile? Customer-experience-as-a-process? Customer-touch-point-as-a-process? Service-fulfilment? IT-related change process? Marketing process? Strategy setting and execution process? All of them?

I think, in delivering the highest level of customer experience we have to use the principle “a weak link in the chain” – any small error destroys customer experience. Hence any process must be agile to be capable to avoid such errors. Unfortunately, at the digital age, with current speed and intensity, people are too slow to prevent errors and to correct them. Thus everything must be correct, trustworthy, reliable, flexible, adaptable, etc. by design.

So, a proper architecture is a must for a company to deliver “the highest level of customer experience” in a sustainable manner.

Thanks,
AS
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Karl Walter Keirstead
@Alexander . . . I agree

One would reasonably expect addressing an existing but defective customer experience requires faster response (i.e more agility) relative to notification from a customer of a pending customer experience need.

I recall a discussion we had about the best approach to making a change to a sequence #1-2-3-4-5-6-7-8 where we add at #2 a new data element and make a change at #7 to an algorithm that references the new data element.

Any instance at #1 will not be impacted, then for any instance at #3,#4, #5, or #6, it is important in the re-designed Step #7 to be able to accommodate a null value for the new data element.. Instances at step #8, of course, will not be impacted.

Best seems to be to
1. hide Process Revision R00 so that no new instances can be launched.
2) allow instances using R00 to go to termination.
3) roll out R01 to replace R00.

The problem is some instances can remain active for weeks, months, even years, so this approach does not match reality in a production environment where a process receives a new part.

Many times the supplier has to extract an instance from the production line, dis-assemble one or more assemblies, remove the part, then put the instance back on the production line so that the instance will feature the new part..
  1. Karl Walter Keirstead
  2. 2 months ago
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Boris Zinchenko Accepted Answer Pending Moderation
Despite all fashionable favor, agile processes are a disaster in terms of customer outcomes. Imagine that you ordered a fridge but received a dishwasher instead. It is unlikely that you will be happy on this sort of creative agility. Customer process must be as precise and reliable as a Swiss clock.

It is another story that customers always do their best to break this clock's precision in every possible and impossible manner: change their mind ten times a day, disappear at the moment of delivery, break supplied goods and claim a refund etc. And yet, customers highly appreciate flexibility of a company in response to their instant whims.

We must not confuse agility of customers with precision of the company in response to agile client demands. Company can achieve accuracy and flexibility in serving clients only through rigorous process approach with detailed mapping of all possible client scenarios.

Naturally, this detailed work-through may yield dozens and even hundredths of complex client processes and variations. But none of these processes will be agile alone. However, a coordinated ensemble of these processes will ultimately deliver responsiveness, flexibility and precision, which agile clients value so much.
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Agree with ". . . . only through rigorous process approach with detailed mapping of all possible client scenarios"
  1. Karl Walter Keirstead
  2. 2 months ago
@Karl Walter, thank you. I ve also noticed that process mapping is too often neglected.
  1. Boris Zinchenko
  2. 2 months ago
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Pritiman Panda Accepted Answer Pending Moderation
As Agile is a mindset. Definitely bringing agility to the processes helps in enriching the Customer Experience - but "conditions apply". Agility on a broken or non-standardized process (with no clarity on e2e journey) can lead to Fragile Customer Experience (Cx)
Key Pointers:

  • It is not just an IT objective but, more importantly the business also has to align (like mindset for execution)
  • Agility demands for clarity in thought and prompt decision making (are we clear on the e2e process, dependencies, touchpoints, tools etc. )
  • The culture aspect also drives to some extent - the way the Team on the ground collaborates and delivers result in a given timeframe (no room for long running discussions/debate)
  • Good part is "fail early, arrest issues sooner, plan to mitigate and retrofit" - In classical waterfall model, we wait for the SIT/UAT phase after long implementation cycles to see the results and take decisions accordingly
  • From an implementaton front: The Product Owner (defining the e2e business process and bucketing them) & Scrum Master plays a critical role along with the Tech stakeholders. Else it will be like a Tech Squad following a blind-folded Business Owner and getting bashed by a the Scrum Master with sprint deliverables issues & timelines

At times it becomes a trade-off between the Velocity (number of processes productionized or rolled out for users) & Quality (of the process delivered) - if the former takes precedence then definitely another transformation journey (re-defining, re-envisioning the processes) is on the cards sooner than later.

If everything is followed as a ritual complementing process with agile-ways-of-working, and the business rolling out features at a faster rate (better Go To Market strategy) the delivered results will definitely boost the Customer Experience.
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