Mark Finch Inspiring Service Excellence

30th July 2015

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Mark Finch

“ A suggested approach to: inspiring, leading and empowering the centre of service excellence, including outlining and developing a vision, mission and the strategy”

1. Defining service excellence 2. The “Mirror of Erised” (Mission) 3. Client organisation - brand, culture and

deliverables (Strategy) 4. Service provider – processes, people and

resources (Strategy) 5. Realising the benefits 6. Risk mitigation 7. Summary (Vision)

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Defining service excellence

Service excellence

is a journey

Service excellence –

hard to define in a specific and usable way

Service excellence is

defined by each customer by

their own criteria for the service in

focus Excellence is something to

strive for perhaps never attainable – Ove Arup

Excellence - quality of

being outstanding or very good

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“Mirror of Erised” Extracted from Harry Potter by JK Rowling “The Mirror shows the greatest desire of the one looking into it upon its surface, often with them having achieved some goal or ambition. However since each person is unique, only they can see it from their point of view”.

Mission: Understand our clients’ desires, to design a mirrored

service, making best use of the resources available.

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Client Organisation – Identifying their desires

Brand

Culture

Deliverables

Reputation Identity Attitudes

Experience Promise

Consumer focus

Processes and procedures Hidden influencers Product innovation Business objectives

Strategic Plan

Deliverables: Visible - Tangible -Implied

Support and guidance in interpreting

Develop - Client Relationship

Management Plan

Contract Quality Audit

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Service Provider

Processes

People

Resources

Contract Management Service Delivery

Client Relationship Governance and Administration

Knowledge Capital

Competency /Diversity/ Collaboration/ Beliefs /Attitudes/

Targets/Goal Setting Group Habits and Behaviours

Leadership Style

Lean Engineering - making obvious what adds value, responsive and

flexible Encounters or “Moments of Truth”

Processes mapping and re-

engineering

Training and development

plans/recruitment - Coaches

Shared best practice, industry trends, Accountability –

partnership coaches and specialists

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Realising the Benefits

Identification and realisation of organic growth opportunities (£/€)

Intrinsic knowledge and capability applied to re-bids (£/€)

Identifying Save and Share Cost Reduction Plans (£/€) Proven partnership template to enhance assimilation

with client organisation for new bids (£/€) Proliferation and collaboration by Service Partnership

Coaches drawn from business units Mobilisation enhancement (£/€) Reputational development Arbitration in issue resolution Contract relationship continuity

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Risk Mitigation Securing “Golden Time” with stakeholders and hidden

influencers Intelligent questioning and interpretation to support

successful delegation Truth and honesty Not accepting compromise Instigating accountability Ensuring consistency Integrity and empathy Positive, passionate and personable Respected and trusted-confidante Entrepreneurial and creative

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“No Foreign Policy, no matter how ingenious, has any chance of success if its borne in the minds of a few and carried in the hearts of

none” – Henry A Kissinger

Vision: To appreciate our clients’ desires, mirroring our services, towards the attainment of their goals.

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Your thoughts or perhaps your desires, please?

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Reference Material Links

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Strategic Relationship Plan - A working platform, evolving over time for relationship management, through the life of the relationship, effectively communicated at all levels and integrated into the execution and delivery for all stakeholders. The development of this plan will: • reinforce positive communication and will exist at two levels

within the organisation • as an organisational model, it will signpost the processes to

be adopted • provide overview of the relationship programme,

authorities’ objectives, roles and responsibilities, levels of authority, governance structure, summary of contract arrangements, benefits analysis

• provide links to existing processes and procedures, continuity, constraints, strengths, weaknesses and initial risks

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Mark Finch Example of Strategic Relationship Plan

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