Dimensions to operational process excellence : Customer Success circle
Leading and evangelizing Customer Success at Axelerant Technologies Pvt. Ltd, I have been co-architecting program backlog for enabling and expanding organizational process capability over the years with account teams.
Following dimensions being limited to customer success, process excellence demands :
Being able to timely and reliably transform for process effectiveness which involved
Working with the customers to tailor processes for ongoing accounts via ongoing customer collaboration.
Ensuring that tailored processes are repeatable for running and similar accounts with the same customer.
Frequent process audits and process quality monitoring across various business value streams; with each value stream demanding suitable set of metrics.
Ensuring that processes are appropriate to a process value stream which for Axelerant which involved
Discovering and implementing on industry standard Scrum best practices for site building and site migrations
Discovering and implementing on industry standard Scrum-ban (Scrum for time-boxing and Kanban to manage flow) best practices for maintenance support services
Processes designed to allow for focused and phased value delivery in alignment with account milestones demanding
A continuously groomed backlog to allow for business value prioritization
Continuous requirement discovery along side execution for backlog refinement embedded in the processes
Time boxed and approved sprints with highest priority value delivery
Entire circle taking accountability for continuous improvements which involved
Timely and religiously practicing and embedding retrospective learning in process while making it a team norm, to allow for repeated successes
Standardized frameworks and models for repeatable successes
Efficient re-baselining of framework definition across customer account and value streams demanding efficient operational procedures
Continuous enhancement to tools and techniques to allow for embedded operational excellence
Internal open source tool enhancements to support process efficiency
Replacing and letting go of tools not being able to serve the organizations current needs
Workflow updates against value stream needs
Cultural alignment supporting agile principles and best practices : Being Agile rather than doing agile
Early and continuous feedback via openness and transparency seeded in trust and connected-ness
Training workforce on collaborative and participative management
Processes need to support leaner practices for reduced production time and costs
Eliminating redundancy and non value add activities for faster solution delivery
Responding to customer pull to deliver what the customer wants and when the customer wants
Axelerant being a completely remote company, engagement programs for both internal and external stakeholders also had been taking a high priority in the backlog.