You want to manage an important Change culture in your firm or team? First, Initiate your Change Story with your Customer needs. Learn to better know him, to better communicate with him to build a relation of Trust & partnership.

1. Methodology
Dimension VOC: Voice Of the Customer
• All your Change Story will be driven by your Customers need
• Learn how to know them, how communicate & collaborate with them to build a relationship based on trust
Key points: initiate your Change Story with your Customer’s most important expectations
Voice of
the
Customer
Performance
Management
& Organisation
Skills
Mindset &
Behaviour
Process
Efficiency
50% LEAN
The 5 dimensions of the Change Story
First, understand your Customers needs

2. Voice of the Customer
Put your Customer at the center of your activity
Know your Client, to ensure you deliver what he wants, when he wants, how he wants
Know your Client, to define & prioritise your activity accordingly
• What he wants: quality
• When he wants: time
• At the cost he wants: cost
How?
• customer interview: usually with the most important ones
goal: qualitative (quotes, comments, …)
• customer survey: with the rest of the panel
goal: quantitative
• build your Kano model:
goal: find the key customer’ expectations to properly prioritise the team work
Warnings:
• If many clients …
• If many different client types …
• Interview is time consuming …
• Survey is also time consuming if you have to chase people …
Time
Quality Cost
Project
Key points: see Lean for Services by J. Womack & D. Jones

3. KANO model for External clients
map the team’s current performance regarding their client’s most important expectations
• Delighters: what can make the difference with competitors and make you win the competition!
• Dissatisfiers: if you don’t do the minimum, not worth enter the competition
• Satisfiers: you are in the pack, you might be one of the front runners … or not
The key points: for external customers, focus on Dissatisfier and Delighters.
 Place your customer expectations & where is your service/software on the Kano graph

4. KANO model for Internal clients
map the team’s current performance regarding their client’s most important expectations
• Dissatisfiers: if you don’t do the minimum, assess the impact for your business, what is the cost?
• Delighters: might be over quality. To optimise your budget, refocus your budget on Dissatisfier & Satisfier
• Satisfiers: you are in the pack
The key points: for internal customers, focus on Dissatisfier. What is the cost?
 Place your customer expectations & where is your service/software on the Kano graph

5. Better know your Customers
General structure & planning
• As much as possible, let the team do the job: they need to build trust with Customers and be
autonomous after your leaving
• Train them to give the knowledge, Coach them during all the steps (learn by doing)
The key points: segment properly your businesses, Sponsors & End users. Who are your most important
Sponsors & Key End Users? Why? Give facts.
DIAGNOSISDESIGNIMPLEMENTATION
Satisfaction survey
(quantitative)
• Identify customers (SIPOC)
• Prepare a questions list
• Ask your main Sponsor an official
introduction message
• Launch esurvey early
Interviews
(qualitative)
• Identify key customers to interview
• Prepare theme & question list
• Book appointments
Build your Kano
&
Start writting the
Change Story
• Analyse answers
• Define levers to implement
• Prioritise with an impact/feasibility
matrix
Setup regular
communication
channels
• Define the new Vision
• Create a communication pack.
Content: survey, interview results &
main initiatives
• Give a feedback to interviewees
Survey introduction
• To get some answers, ask for an official
communication of your main sponsor to the
customer’s panel
Before interview
• Draft a SIPOC
• Use the SIPOC to define who are the most
important clients
• Short the most important clients by
importance (budget, risk, volume of request,
…)
During interview
• Explain Lean mission objectives
• Use customers’ esurvey responses
• Always ask customers to give examples
Change management: you want to change
externally & internally. So, communicate your
Change Story accordingly. Your Change Story
is key to succeed to on-board people (your
team, your partners), to improve your
leadership.

6. SIPOC: map your main activities, Processes, Suppliers & Customers
Example on IT activities
• List the main activities
• List the main Customers & Suppliers segment
The key points: segment properly your businesses, Sponsors & End users

7. Translate the SIPOC into Customer’s map
Example of Customer segment
• Prepare the list of names for interview
• Prepare the list of names for electronic survey: get the validation from the Sponsors
The key points: segment properly your businesses, Sponsors & End users. Categorise them so that we
are listening and taking notice of the right voices
Example of Customer categories you might consider
• Internal/External
• Global/Local
• End user/Sponsor
• Product or service representatives

8. Interview & survey
Example of Questionnaire: for Operation
• For consistency reason, I advise to use the same questionnaire for electronic survey & interview
• Interview will bring qualitative answers (usually from sponsors)
• Electronic survey will bring quantitative answers (usually from End Users)
The key points: if you have to contact external Customers, inform and ask Communication department
how to do it
ID Category Question
1Basic data Role, team, location.
2Basic data How often do you use the service offered by the team?
3Overall team assessment Overall team rating?
4Overall team assessment How important is the service provided by this team to you.
5Overall team assessment Do you have good visibility of cost base/justification for the team?
6Overall team assessment What does the team do well?
7Overall team assessment What could the team do better?
8Overall team assessment What is the team not doing that you would like them to do?
9Prioritisation What is you highest priority area?
10Prioritisation What is your second highest priority area?
11Prioritisation What is your lowest priority area?
12Team Mandate & Responsibilities I have a clear understanding of the team's responsibilities
13Responsiveness The team are available when I need them.
14Customer Management I have sufficient visibility over the team's activity.
15Customer Management I have clearly identified points of contact within the team
16Customer Management Interactions with me are professional and efficient.
17Customer Management I have confidence in the team.
18Customer Management? The work prioritisation process is effective.
19Knowledge of client activity and needs The team has a good knowledge of my business domain/ activities.
20Knowledge of client activity and needs The team has a clear understanding of my needs
21Timeliness Work is delivered on time.
22Quality Overall output quality is:
23Quality The balance between speed of delivery and quality is right.

9. Interview & survey
Example of Questionnaire: for IT (1/3)
• Start to understand who is the interviewee
• 5mn to present himself, its department
• Assess the importance of his interaction with the service / software
The key points: if you have to contact external Customers, inform and ask Communication department
how to do it

10. Interview & survey
Example of Questionnaire: for IT (2/3)
• Explore the Development activity
• Rate the different themes
• Rank the different themes
The key points: 1 hour might be short to cover all the questionnaire. Coach the interviewer to rhythm
correctly the interview to complete it.. A reserve on TOP sponsor who might like to lead the interview

11. Interview & survey
Example of Questionnaire: for IT (3/3)
• Explore the Support activity
• Rate the different themes
• Rank the different themes
The key points: at the end you should have a quite clear view on what are the TOP 3 main themes of the
interviewee and his satisfaction level

12. Start to frame your Change Story: we are you regarding your Customer’s expectation?
Example of restitution: meaningful with a key Vision
• Quality, Time to Market and Responsiveness are the 3 most important expectations for the Customers
• Quality & Responsiveness are greatly satisfied
• Opportunity to spent less time on ‘level of interaction’ & ‘conduct’ to improve the ‘Time to Market’
The key points: use appropriate figures and graphs to show your conclusion

13. Start to frame your Change Story: we are you regarding your Customer’s expectation?
Example of restitution meaningful with a key Vision
• Use visual management tools to ease data analysis & key conclusions
• For instance in this matrix, 2 quarters are important: Progress opportunity & Potential over delivery
• Give you ideas where find some capacity and where use it to improve your customer satisfaction
The key points: use appropriate figures and graphs to show your conclusion

14. Start to frame your Change Story: we are you regarding your Customer’s expectation?
Example of restitution: not so meaningful, not so useful
• Spot the red zone
• What conclusion can you get?
• If the restitution is not key, either remove it or move it to the appendix
The key points: not all the restitution help to take the good decision. Compared to the 2 previous ones,
this detailed restitution is helping you to find the ‘So What?’ message?

15. Compile and analyse results
How to use the ranking & weight to calculate the TOP 3 most important themes? (1/2)
• If you ask the weight of customer segment in terms of importance, you should use it properly
• Otherwise, it will be as if all the segment had the same weight
• If you do so, some important Customer might not be happy at all during the restitution
The key points: define the right Vision as it will the backbone of your Change Story
•You have segmented your interviewees into categories
•You have defined with them their weight in terms of importance
How find the TOP 3 most important questions taking into account both ranking & weight of people?

16. Compile and analyse results
How to use the ranking & weight to calculate the TOP 3 most important themes? (2/2)
• The TOP 3 questions is
• Question 1 first (score: 52.5), Question 3 (score: 21.5) and then Question 2 (score: 20)
The key points: define the right Vision as it will the backbone of your Change Story