1.
OBJECTIVE:
• To walk through some of the key challenges as
the new normal (Hybrid work models) emerge
and what are the ‘Next Practices’ that are winning
the game.
• The PMOfficer is at the centre of these efforts and
critical to the success of our organisations going
forward.
Sponsored by
Webinars Series
The Magic of the PMO
Next Practice Approaches for
Pro-Active PMOfficers
Moderator: PMOfficers Associated Consultant
Date: Wednesday 28th July 2021
Barcelona (Spain) 20:00 Local Time
This presentation, Slide-deck AND Additional Case studies: https://bit.ly/PMOResources

2.
Steve
Towers
Next Practice
Approaches for
Pro-Active
PMOfficers
This presentation, Slide-deck AND Additional Case studies: https://bit.ly/PMOResources

3.
TOWERS
STEVETOWERS.com
CXOBSESSION.com
Coming soon
GETTING TO YOUR NORTH STAR
10th Edition
2021

4.
Strategy
Execution
Gap
If a company does not achieve at least 90% of its
strategic targets as defined in its annual plans,
then the CEO has a strategy-execution gap
problem (2020).
Cindy Praeger
Research shows that 95% of the
workforce in a company doesn’t
understand the business
strategy (2018).
Kaplan & Norton
70% of Executives in Europe
say Transformation
programs should be
accelerated (2020).
McKinsey
For sustainable
growth and
increasing
shareholder
value
companies
must close
this gap
In the New Hybrid Model

5.
How to Remove barriers to change, including the
overburden of red tape and bureaucracy.
When to Incorporate 'next practice approaches’ that
ensure co-ordinated and controlled change
implementations.
How do we enable the total workforce to contribute
to organization success, i.e. connecting the dots and
drawing the lines between everyone and everything
to deliver Successful Outcomes?
Next Practice
Approaches for
Pro-Active
PMOfficers

6.
Why Change how
we Approach Our
Work?
• Everything has changed
• New Hybrid Working Models emerge
• If you do not stay connected with
shifting needs Obsolescence awaits
• “I get that, but my scope is limited…”

7.
INDUSTRIAL AGE THINKING (INSIDE-OUT)
PRODUCTS/SERVICES
MARKET
SEGMENTATION
by CIRCUMSTANCE
(DEMOGRAPHICS)
CUSTOMERS/CLIENTS
IN FACT
THE
WHOLE
WORLD
BIG
BAD
MESS
COMPLEXITY
What’s Your Ethnicity?

8.
YOU’VE GOT TO START
WITH THE CUSTOMER
EXPERIENCE AND WORK
BACKWARDS TOWARDS
THE TECHNOLOGY
NOT THE OTHER WAY ROUND

9.
CUSTOMER AGE THINKING (OUTSIDE-IN)
CUSTOMERS
NEEDS
CATEGORIZATION
BY NEED
(PSYCHOGRAPHICS)
PRODUCTS/SERVICES
WE GET
IMPROVED
CONTROL
AND
ALIGNMENT
OUTSIDE-IN
STRATEGIC
MATRIX
SUCCESSFUL
CUSTOMER
OUTCOME
CANVAS
NORTH STAR
ALIGNMENT
TEMPLATE

10.
What are the Best doing?
• Using Techniques and Approaches
that are completely scalable:
Aligning everything and everyone
• North Star Alignment Template
(NSAT)
• Customer Performance
Landscape (CPL)
• Innovating Innovation

11.
NORTHSTAR
ALIGNMENT

12.
RESOURCE 1:
NORTH STAR ALIGNMENT

13.
“The Single
biggest problem
with
communication
is the
Illusion that it
has taken
place.”
George Bernard Shaw
We can fix this!

14.
GETTING TO YOUR NORTH STAR
CUSTOMER
CENTRIC
ALIGNMENT

15.
NORTH STAR ALIGNMENT SOUTHERN CROSS

16.
A. What are the main strategic drivers
in your organisation
• Now?
• Over the next two years?
B. What are the projects/initiatives
that are driving those objectives
• Now?
• Over the next two years?
C. How is the organisation currently
measuring success i.e. what are the
key performance indicators?
• Your department
• The wider organisation
D. How does the work you are
doing contribute?
E. What are the projects that you
are involved with that deliver A.
F. How should the organisation
measure success and how can
you change that?
(SMART SCOC measures)
G. What could you do that would
contribute more?
(THINK OF YOUR NORTH STAR
CONTRIBUTIONS)
H. If you had carte blanche what
projects would you be doing?
(THE ONES THAT ALIGN WITH NORTH
STAR ALIGNMENT)
I. What measurements can you
introduce?
(NORTH STAR!)
Organisation Perspective A-B-C You or Your Teams Perspective
NORTHSTAR ALIGNMENT TEMPLATE® (NSAT)
©BP Group 1992-2021
STRATEGY
EXECUTION
MEASURES
EXECUTION
MEASURES
STRATEGY

17.
Getting to your North Star alignment
A. What are the main strategic drivers
in your organisation
• Now?
• Over the next two years?
B. What are the projects/initiatives
that are driving those objectives
• Now?
• Over the next two years?
C. How is the organisation currently
measuring success i.e. what are the
key performance indicators?
• Your department
• The wider organisation
D. How does the work you are
doing contribute?
E. What are the projects that you
are involved with that deliver A.
F. How should the organisation
measure success and how can
you change that?
(SMART SCOC measures)
G. What could you do that would
contribute more?
(THINK OF YOUR NORTH STAR
CONTRIBUTIONS)
H. If you had carte blanche what
projects would you be doing?
(THE ONES THAT ALIGN WITH NORTH
STAR ALIGNMENT)
I. What measurements can you
introduce?
(NORTH STAR!)
NSAtemplate
A. What are the main strategic drivers
in your organisation
• Now?
• Over the next two years?
B. What are the projects/initiatives
that are driving those objectives
• Now?
• Over the next two years?
C. How is the organisation currently
measuring success i.e. what are the
key performance indicators?
• Your department
• The wider organisation

18.
A. What are the main strategic drivers
in your organisation? Now & 2 Years
B. What are the projects/initiatives
that are driving those objectives?
C. How is the organisation currently
measuring success i.e. what are the
key performance indicators?
D. How does the work you are
doing contribute?
E. What are the projects that you
are involved with that deliver A.
F. How should the organisation
measure success and how can
you change that?
.
G. What could you do that would
contribute more?
H. If you had carte blanche what
projects would you be doing?
I. What measurements can you
introduce?
NSAtemplate
Survival and then generate
profits against a backdrop
of 1. Covid 19 – pandemic
2. changing customer
needs
Laser like focus on
developing a Successful
Customer Outcome
strategy
Raising employees salaries,
pricing products daily,
health preventive measure
for customers and
employees,
Collect operational data
and analyze how
the customer's experience
is affected by the way
service is delivered
Improve the organization
processes ,reduce the
waste or at least control
it.
Profit Generation,
Service Improvement
Getting to your North Star alignment

19.
A. What are the main strategic drivers
in your organisation? Now & 2 Years
B. What are the projects/initiatives
that are driving those objectives?
C. How is the organisation currently
measuring success i.e. what are the
key performance indicators?
D. How does the work you are
doing contribute?
Improving the processes + reducing
the waste = improve the service +
Increase profits + reduce costs (
the triple crown)
E. What are the projects that you
are involved with that deliver A.
1. Internal Customer experience for
(quick service) workshops.
2. New ERP
(Microsoft dynamic 365)
F. How should the organisation
measure success and how can you
change that?
Find out what are their (Real) customer
needs , what is done in the current
status to satisfy those needs, analyse
the gaps to figure out the future status
and to provide a SCO per department to
exceed the satisfaction of those needs
and customer expectations. .
G. What could you do that would
contribute more?
Analyzes customer interaction (MOT) to get
to know customer needs and preferences.
Tracks metrics to measure performance and
effectiveness of customer service.
Provides personalized customer experience
programs to increase customer retention
H. If you had carte blanche what
projects would you be doing?
Continuous (customer experience)
improvement analysis and workshops.
I. What measurements can you
introduce?
A live measurement (put your self in
the customer shoes) project.
To have each employee to go through
the whole cycle from a to z (as a
customer) according to a specific
schedule to see through customer eyes
because I believe you won’t feel it unless
you are there.
NSAtemplate
Survival and then generate
profits against a backdrop
of 1. Covid 19 – pandemic
2. changing customer
needs
Laser like focus on
developing a Successful
Customer Outcome
strategy
Raising employees salaries,
pricing products daily,
health preventive measure
for customers and
employees,
Collect operational data
and analyze how
the customer's experience
is affected by the way
service is delivered
Improve the organization
processes ,reduce the
waste or at least control
it.
Profit Generation,
Service Improvement
Getting to your North Star alignment

20.
INNOVATING
INNOVATION

21.
RESOURCE 2:
The INNOVATION approach…

22.
MOMENT
OF
TRUTH
https://en.wikipedia.org/wiki/Richard_Normann
CONCEPT

23.
REMOVE OR IMPROVE
FOR EVERY CX/PROCESS (THAT DESERVES TO EXIST)
THERE IS AN OPTIMUM NUMBER OF MOMENTS OF
TRUTH TO DELIVER A SUCCESSFUL OUTCOME
CAUSE OF ALL WORK
ANY INTERACTION WITH THE CUSTOMER
(ACROSS THE ENTIRE EXPERIENCE - N2O)
MOMENT OF TRUTH

24.
This Photo by Unknown Author is licensed under CC BY-SA-NC

25.
MICRO
MOMENTS
OF TRUTH

26.
MOMENT OF
TRUTH
https://bit.ly/ZMOT2011
https://bit.ly/MicroMoments2020

27.
INNOVATION
THE SIX STEP
APPROACH
1. IDENTIFY A CUSTOMER EXPERIENCE/
PROCESS (USUALLY ONE THAT NEEDS
FIXING)
2. DOCUMENT THE MOMENTS OF TRUTH
3. DETERMINE ACTIONS THAT WOULD
ELIMINATE THE MOTS
4. ASSESS THE VALUE OF THOSE ACTIONS
5. CREATE A NEW EXPERIENCE
6. MIGRATE THE OLD TO THE NEW
EXPERIENCE

28.
1.IDENTIFY A CUSTOMER EXPERIENCE / PROCESS
(USUALLY ONE THAT NEEDS FIXING)
2.DOCUMENT THE MOMENTS OF TRUTH
3.DETERMINE ACTIONS THAT WOULD ELIMINATE THE
MOTS
4.ASSESS THE VALUE OF THOSE ACTIONS
5.CREATE A NEW EXPERIENCE
6.MIGRATE THE OLD TO THE NEW EXPERIENCE
INNOVATION
THE SIX STEP APPROACH

29.
1.IDENTIFY A CUSTOMER EXPERIENCE / PROCESS
Could be Experiences (for example)
- with Issues
- that need modernizing
- are mission critical
- Identified as part of strategic change
- that are out of control
INNOVATION
THE SIX STEP APPROACH

30.
2. DOCUMENT THE CURRENT STATE EXPERIENCE /PROCESS
Simple and straightforward for those involved
(doesn’t require people to have ‘qualifications’ to
understand)
Inclusive of the whole organization
(not just the specialist domain)
Quick and effective
(not bogged down by customer journey mapping
approaches)
Can be undertaken remotely
(in a post Covid world this is increasingly important)
INNOVATION
THE SIX STEP APPROACH

31.
S C R +
Value Created
MOT
Customer
Identify need
to order X
product
Customer
sends in
forecast
orders
Customer
identifies
who to call
to discuss
issue
Customer
contacts X
for price
Customer
receives
price from X
Customer
contacts X
for lead time
Customer
contacts X
for lead time
List all MOT’s from top to bottom
POINTS OF FAILURE DOCUMENT (POFDOC)

32.
3. DETERMINE ACTIONS THAT WOULD ELIMINATE THE MOTS
Moments of Truth are the Cause of all work
(if the work anyone/anything is doing cannot be connected to a
MOT or MOTs then why are we doing it?)
Within the CEMMethod we literally ‘connect the dots’
(always useful but not necessary to innovate singular experiences)
Interactive and Fun
(encourages creativity and team interaction)
Some Actions obvious, others ‘off the wall’
(the ‘rules’ to eliminate make for unique suggestions)
INNOVATION
THE SIX STEP APPROACH

33.
Action to eliminate
• Start at bottom and work up
• Every idea must be unique
• Idea must eliminate the MOT
• You cannot skip any
Some Actions obvious, others ‘off the wall’
(the ‘rules’ to eliminate make for unique suggestions)
Customer
Identify need
to order X
product
Customer
sends in
forecast
orders
Customer
identifies
who to call
to discuss
issue
Customer
contacts X
for price
Customer
receives
price from X

34.
What would You Do?

35.
Get Bears to Shake the
Power Towers & Pylons!

36.
INNOVATION
THE SIX STEP APPROACH
4. ASSESS THE VALUE OF THESE IDEAS IF YOU COULD IMPLEMENT
THEM?
The idea itself might be unrealistic
(how many grizzlies would you need?)
However how could you create that effect?
Assess the Action against the Value it would create
(Would it enhance service, reduce costs, grow revenues plus..?)
Mature Outside-In companies win the Triple Crown
(They simultaneously reduce costs, grow revenues and enhance
service)

37.
Action to eliminate
Teleport food from store to home
implementation: Drone delivery
Close down the stores
implementation: use centralised warehouses
S C R +
VALUE CREATED

38.
ACTION TO ELIMINATE
PROPOSAL
5
MOT ID
S C R +
 
   
  

  
   
VALUE CREATED
Move call centers to virtual working
SMS text to customer
Introduce one click simple ordering
Create offsite robots to undertake the work
Implement Drone Delivery
Description
Customer
goes to Store
Customer
can’t find food
Customer calls
outside of hours
Customer wants
progress update
Customer
abandons cart



39.
5. CREATE A NEW PROCESS / EXPERIENCE
If the Actions are compatible put them together, if not
produce different combinations that would work together
(Sometimes the Actions may be mutually exclusive)
Assess the magnitude of the change – within the
CEMMethod we use the Disruption Factor calculation
(There is a need for real data – not something soft and
fluffy)
INNOVATION
THE SIX STEP APPROACH

40.
6. MIGRATE THE OLD TO THE NEW PROCESS / EXPERIENCE
Usually specific to how an organization implements
change
(Is there a PMO, CXMO, are innovations incorporated in
tandem?, is testing necessary etc.)
The sooner the New Experience is in place the faster the
costs will reduce, the service improve and revenues grow
(The order of magnitude change can be in the range of 50-
60% costs reductions)
INNOVATION
THE SIX STEP APPROACH

41.
Example Case Studies
1. IDENTIFY A CUSTOMER EXPERIENCE/PROCESS
(USUALLY ONE THAT NEEDS FIXING)
2. DOCUMENT THE MOMENTS OF TRUTH
3. DETERMINE ACTIONS THAT WOULD ELIMINATE
THE MOTS
4. ASSESS THE VALUE OF THOSE ACTIONS
5. CREATE A NEW EXPERIENCE
6. MIGRATE THE OLD TO THE NEW EXPERIENCE
Six Step Innovation Approach
IN ADDITIONAL DECK
Download here: https://bit.ly/PMOResources
Includes:
This deck
The transcript
Additional Resources
This presentation, Slide-deck AND Additional Case studies: https://bit.ly/PMOResources

42.
Recent Results…
A US automotive insurer we reduced the Claims completion time from
18 days to 48 hours (saving huge costs and reducing fraud)
A large pharmaceutical profitability trebled, drug development time
came down from 9 years to six months, and reduced the price of
the product by 50%
In a fast moving retail environment delivery time reduced from two
days to two hours
In an hospital nurses time with acute patients went from 40 minutes
per day to 5-6 hours
In a local authority (public admin) we reduced the points of failure in
one customer experience from 44 to eight and in doing so reduced
costs by 60% and delivered a critical service in hours rather than weeks.
http://bit.ly/BABeyond21

43.
THE
PERFORMANCE
LANDSCAPE

44.
RESOURCE 3:
The Customer Performance
Landscape

45.
Customer
Performance
Landscape
SCO
KEY
CUSTOMER
OUTCOMES
BUSINESS
OUTCOMES
OUTPUTS
ACTIVITIES
TASKS
CUSTOMER INTERACTIONS (MOT’s)
INTERNAL INTERACTIONS (Handovers)
BUSINESS RULES (Decision Points)
DIGITAL CAPABILITY
MINDSETS
REWARDS
© 2006-2021 BP Group | Source www.BPGroup.org
All outcomes aligned to
the Successful Customer Outcome
Internal Effort is a direct
consequence of
Customer Interactions
The journey and the
Controls that shape
the experience
The capacity to deliver
through the people and
technology
Channeling all efforts towards
The Successful Customer
Outcome, referred to as
‘True North’ alignment
The Customer Performance Landscape

46.
SCO
KEY
CUSTOMER
OUTCOMES
BUSINESS
OUTCOMES
OUTPUTS
ACTIVITIES
TASKS
CUSTOMER INTERACTIONS (MOT’s)
INTERNAL INTERACTIONS (Handovers)
BUSINESS RULES (Decision Points)
DIGITAL CAPABILITY
MINDSETS
REWARDS
© 2006-2021 BP Group – All Rights Reserved | Source www.BPGroup.org
All outcomes aligned to
the Successful Customer Outcome
Internal Effort is a direct
consequence of
Customer Interactions
The journey and the
Controls that shape
the experience
The capacity to deliver
through the people and
technology
The Customer Performance
Landscape (CPL) is a framework
that connects all tasks and
activities to a Successful Customer
Outcome.
The CPL literally ‘connects the dots’
from everything a company does
to the completed delivery of
customer needs.
First Evolution CPL’s feature NINE
levels ranging from Customer
Interactions through to the
Successful Customer Outcome.
Second Evolution CPL’s include
three extra levels Digital Capability,
Mindsets and Rewards.
Third Evolution CPL’s are the
complete representation of the
company across all customer
categories. At this point all CPL’s
can be integrated.
The Customer Performance Landscape

47.
SCO
KEY
CUSTOMER
OUTCOMES
BUSINESS
OUTCOMES
OUTPUTS
ACTIVITIES
TASKS
CUSTOMER INTERACTIONS (MOT’s)
INTERNAL INTERACTIONS (Handovers)
BUSINESS RULES (Decision Points)
DIGITAL CAPABILITY
MINDSETS
REWARDS
© 2006-2021 BP Group | Source www.BPGroup.org
Customer Performance Landscape – Steps to Complete
Second Evolution
9
8
7
6
5
4
3
2
1
10
11
12
8. Identify the Key Customer Outcomes
(the most important quantified objectives
– refer to the SCOC)
9. Identify the Successful Customer Outcome
10. Assess the Digital Capability necessary to
deliver the Moment of Truth
11. Understand the ‘Mindset’ necessary to
deliver each Moment of Truth
12. Identify the Rewards required to deliver the cx
1. Identify the Moments of Truth (Customer Interactions)
2. Identify the Handovers (Internal Interactions)
3. Identify the Business Rules (Decision Points)
4. Understand the Tasks that need to be done
5. Aggregate the Tasks into Activities
6. Identify the Outputs (what do the Activities produce?)
7. Identify the Business Outcomes (the results of the Outputs)

48.
Future state Moment of Truth
Customer
Identify need to
for X product
Customer walks
to onsite Dafoss
supermarket
Customer picks
the part
Customer
notifies X of
picked part
Customer
receives invoice
Customer sends
payment
Start

49.
Customer
Identify need
to for X
product
Customer
walks to
onsite X
supermarket
Customer
picks the part
Customer
notifies X of
picked part
Customer
receives
invoice
Customer
sends
payment
Successful
Customer
Outcome
Key
Customer
Outcomes
Outcome
Output
Measures
Activity
Moment
of Truth
Handover
Business
Rule
Task
Fill
supermarket
with stock -
p2s
Trigger
consumption
to invoice
product to
customer - ss
Trigger refill
order to
production ss
Work order
created to
operations
build
schedule ss
End of
assembly
(one point in
SAP) ss
Print delivery
note,
shipping deck
ss
Logistics
collect
product and
ship to
customer
p2p/s
Goods arrive
at customer
pr/s2p
Unpack box
Dispose of
packaging
material
Load unit into
supermarket
Scan Kanban
card
Send invoice
Create work
order
Release work
order
Assemble
unit
Paint unit Pick Pack
Print
paperwork
Deposit
money
Kanban
agreement
Trigger
demand
Trigger
demand
Planning
rules
Do quality
check
Financial and
trade
compliance
Final quality
check
Customer
inbound rules
Frequency
and terms of
payments
Kanban
calculation –
OTD, OEE,
PPM
Product
received at
supermarket
Re-stock Payment
Ship
Build unit
Order
scheduling
Invoice
Order entry
demand
CONFIDENCE
Capitalize on
business
opportunities
Effective
financial
management
Have part as
and when
needed
Productivity
and stability
Integrated
supply chain
Valued
partnership
Number of
implemented
supply chain
improvement
Reduction of
cases for
service
recovery
PPM at re-
stock
Late
shipment
notifications
Kanban fill
percentage
Request
resolution
time
Average lead
time trend
OTD
suppliers
Assembly line
stoppage
OPE
On time
payment
Process Performance Landscape (PPL)
1 5 6
2 3 4

50.
Handover
Fill
supermarket
with stock -
p2s
Trigger
consumption
to invoice
product to
customer - ss
Trigger refill
order to
production ss
Work order
created to
operations
build
schedule ss
End of
assembly
(one point in
SAP) ss
Print delivery
note,
shipping deck
ss
Logistics
collect
product and
ship to
customer
p2p/s
Goods arrive
at customer
pr/s2p
Task Unpack box
Dispose of
packaging
material
Load unit into
supermarket
Scan Kanban
card
Send invoice
Create work
order
Release work
order
Assemble
unit
Paint unit Pick Pack
Print
paperwork
Deposit
money
Customer
Identify need
to for X
product
Customer
walks to
onsite X
supermarket
Customer
picks the part
Customer
notifies X of
picked part
Customer
receives
invoice
Customer
sends
payment
Successful
Customer
Outcome
Key
Customer
Outcomes
Outcome
Output
Measures
Activity
Moment
of Truth
Business
Rule
Kanban
agreement
Trigger
demand
Trigger
demand
Planning
rules
Do quality
check
Financial and
trade
compliance
Final quality
check
Customer
inbound rules
Frequency
and terms of
payments
Kanban
calculation –
OTD, OEE,
PPM
Product
received at
supermarket
Re-stock Payment
Ship
Build unit
Order
scheduling
Invoice
Order entry
demand
CONFIDENCE
Capitalize on
business
opportunities
Effective
financial
management
Have part as
and when
needed
Productivity
and stability
Integrated
supply chain
Valued
partnership
Number of
implemented
supply chain
improvement
Reduction of
cases for
service
recovery
PPM at re-
stock
Late
shipment
notifications
Kanban fill
percentage
Request
resolution
time
Average lead
time trend
OTD
suppliers
Assembly line
stoppage
OPE
On time
payment
Process Performance Landscape (PPL)
1 5 6
2 3 4
NEXT STEPS
1. CREATE THE FUTURE STATE CONSTRUCT
2. VALIDATE ALL LEVELS OF THE PPL
3. PREPARE THE MIGRATION PLAN
4. ASSIGN RESPONSIBILITIES
1
2

51.
SCO JOB IS DONE
KCO Punctuality Parts available Vehicle repaired first time Parts received within SLA
OUTCOME Meet workshop KPIs
OUTPUT measures Parts available/Not Back job indicator Ordering SLA Payment
ACTIVITIES Check parts availability Repair vehicle Order Payment
TASKS Prepare repair
agreement
Record
customer
repair
requirement
Create invoice number Assign job
to
technician
Assign job
to team
leader
Create sales order Send invoice
MOT’S Customer brings PO to advisor Customer pay to cashier Customer approve the
quotation
Customer approve part
ordering
Customer receive vehicle
HANDOVERS Advisor
attached PO to
job
Advisor create
work order
Cashier
print
invoice
Resend
invoice to
advisor
Advisor
attach
paper to
work order
Advisor
sends
approval to
team leader
Advisor
sends
approval to
parts dept.
Parts dept.
issue PO
Advisor
creates
technical
report
Advisor
closes the
job
BUSINESS RULES Car received through the North
door
Written approval
DIGITAL CAPABILITY
MINDSETS
REWARDS
SCO
KEY CUSTOMER
OUTCOMES
BUSINESS OUTCOMES
OUTPUTS
ACTIVITIES
TASKS
CUSTOMER INTERACTIONS (MOMENTS OF TRUTH)
INTERNAL INTERACTIONS (Handovers)
BUSINESS RULES (Decision Points)
DIGITAL CAPABILITY
MINDSETS
REWARDS

52.
SCO
KEY
CUSTOMER
OUTCOMES
BUSINESS
OUTCOMES
OUTPUTS
ACTIVITIES
TASKS
CUSTOMER INTERACTIONS (MOT’s)
INTERNAL INTERACTIONS (Handovers)
BUSINESS RULES (Decision Points)
DIGITAL CAPABILITY
MINDSETS
REWARDS
© 2006-2021 BP Group | Source www.BPGroup.org
All outcomes aligned to
the Successful Customer Outcome
Internal Effort is a direct
consequence of
Customer Interactions
The journey and the
Controls that shape
the experience
The capacity to deliver
through the people and
technology
Channeling all efforts towards
The Successful Customer
Outcome, referred to as
‘True North’ alignment
The Customer Performance Landscape
The Customer
Performance
Landscape (CPL) is a
model that connects
EVERYTHING &
EVERYONE to a
Successful Customer
Outcome.

53.
Successful Customer Outcome
Key Customer Outcome
Business Outcome
Outputs
Activities
Tasks
Customer Interactions
Internal Interactions

54.
CONCLUSIONs…

55.
Amazon did not kill the retail industry
They did it to themselves with bad customer
service
Netflix did not kill Blockbuster
They did it to themselves with ridiculous
late fees
Uber did not kill the taxi business
They did it to themselves with too few
taxis and fare control
Spotify did not kill the music industry
They did it to themselves by forcing people
to buy full-length albums
Airbnb did not kill the hotel industry
They did it to themselves with limited
availability and pricing options
There is no place
to hide, and there
is No mercy

56.
Next Steps
•Get this Talk
•Watch the Three Tools as we Deep-Dive
•Download and use the Three
Approaches - videos
•Access the Additional Case Studies
•Get the software that can help (free):
“Do You Mind if I Over
Deliver?”
Go To: https://bit.ly/PMOResources
Next Practice Approaches for Pro-Active PMOfficers

57.
Q&A

58.
References
Moments of Truth (Google)
https://bit.ly/ZMOT2011
https://bit.ly/MicroMoments2020
Get The Material (with Case Studies): https://bit.ly/PMOResources
Get The Software: https://workinginparallel.com
Connect with me: https://www.linkedin.com/in/stevetowers/
www.stevetowers.com | www.cxobsession.com | @stowers
https://hbr.org/topic/balanced-scorecard
https://www.mckinsey.com/featured- insights/future-of-work/what-
800-executives- envision-for-the-postpandemic-workforce
https://www.rhythmsystems.com/blog/the-ceos-strategy-execution-gap

59.
: ‫ﺷﻛرا‬
shuk ran lak
どうもありがとう
谢谢
Tusen takk 고맙습니다
㩼(多)谢
Next Practice Approaches for Pro-Active PMOfficers

60.
OBJECTIVE:
• To walk through some of the key challenges as
the new normal (Hybrid work models) emerge
and what are the ‘Next Practices’ that are winning
the game.
• The PMOfficer is at the centre of these efforts and
critical to the success of our organisations going
forward.
Sponsored by
Webinars Series
The Magic of the PMO
Next Practice Approaches for
Pro-Active PMOfficers
Moderator: PMOfficers Associated Consultant
Date: Wednesday 28th July 2021
Barcelona (Spain) 20:00 Local Time
This presentation, Slide-deck AND Additional Case studies: https://bit.ly/PMOResources