3 keys to developing organizations that add value to people

3 keys to developing organizations that add value to people

Probably if we ask organizations what their biggest challenge is, they will respond that they aim to offer more for less, giving greater added value than the competition, and at a competitive cost. But are we taking into account the human and cultural factor as the basis of value creation? Are we positively impacting the client, the employees and the organizational culture?

Start by understanding the customer


Understanding what the customer journey journey is like and identifying what the key requirements of our consumer are will help us to differentiate which tasks within the production processes of the organization add value and which represent wastes. Some questions to determine if we are offering added value to our client:

  • Does the brand experience have memorable moments?
  • Is the organization customer centric?
  • Do we understand what the customer wants?
  • Is the value proposition visible in every interaction?

Prioritize the talent


The experiences of our clients are the visible face of a series of processes that allow them to get the value they are looking for. These processes are operated and improved by people. 

The commitment, willingness and satisfaction that these people feel directly impacts the performance of the processes. Hence, even if they don’t see them, our employees are constantly in touch with our customers and their experience.

Numerous studies demonstrate a direct relationship between employee experience and business results. According to a report replicated in Forbes, organizations with highly engaged employees have a gain per share 147% higher than their competition. Likewise, an IBM study determined that organizations whose employees value their experience positively have a return on their assets three times above those of companies with low qualifications in employee experience.

Some key questions to evaluate this aspect:

  • Is improvement and change in people’s DNA and do they really believe that the client should have a memorable experience?
  • Is employee experience a priority?
  • Do they feel challenged and empowered?

Develop the organizational culture


“Quality is doing the right thing when nobody is watching.”. This famous phrase, attributed to Henry Ford, could perfectly be used to define culture.

Culture is what people think they should think and do when nobody is watching. It is the construction of a series of values and interrelations that form the soul of the organization and directly influences the definition of value, how people work and, therefore, how our clients see us. Culture has the ability to attract talent and promote innovation by improving the value proposition to the customer.

  • Is the talent focused on improving?
  • Are the processes agile and efficient?
  • Is there a culture of experimentation and learning?

As an organization it is important to understand that, in order to prioritize the client, we must also put the employee and the culture at the center. We need to focus talent towards tasks that add value and build a culture of improvement. Only in this way can we offer the clients products and / or services with greater added value.

Author:  Martín Molteni

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