From maturity scan to road map for more omni-channel client value

From maturity scan to road map for more omni-channel client value
Recap: among others, the maturity scan exists of a research to unveil the company’s building blocks. What’s your strategy, what’s the culture, what skills do you have in-house, how would you describe the management style and how have you designed processes to optimally serve the client? These building blocks are made out of several components. In this blog I’m going to highlight the last three of the five building blocks.

In my first and second blog about the maturity scan – developed by ShoppingTomorrow together with a variety of experts – I introduced the scan and explained two of the five building blocks. But why would you want to scan your organization? What’s in it for you? In this third and last blog of the series I’ll explain the last three building blocks: competence development, management and processes.

Each of the five building blocks has five different components. Therefore, it’s possible to have an in-depth look within the organization. That’s how the maturity scan can show minor differences in various industries and types of organizations.

Competence development

Competence Development

Competence development focuses on the knowledge and know-how possibilities of the organization.

  1. Internal versus external: The speed and maturity of an omni-channel organization are partly determined by the rate in which skills are being developed or involved intern- or externally.
  2. Development method (resources): The development method shows how organizations deal with using knowledge to their advantage. The method also looks at the role of employees.
  3. Personal development: In what way does the omni-channel employee develops himself to an omni-channel pro? Or is this prescribed by the organization?
  4. Generalization versus specialization: How is the organization focused on developing generalists versus specialists? Who’s capable of having a helicopter view of impact of the omni-channel organization?
  5. Digital savviness: How capable are the employees of spotting the reforming power of digitization? Is this power used by the organization?



Management looks in how the organization is managed and what the future may entail.

  1. Budgeting: How are budgets set? Is this done on basis of channels? Do channels contribute? Or do you look at what clients want to achieve and is the budget set on their client journey?
  2. KPIs: What are the company’s KPIs? Are they fitted to manage an omni-channel organization? The best KPIs in an omni-channel environment are those that steer the company’s behavior towards the customer journey.
  3. Rewarding system: People behave as they are rewarded. What behavior is rewarded by the organization? Could you say there are shared goals and targets?
  4. Internal communication / PR: Every change needs good communication. It’s a great help to have all the people looking in the same direction. That kind of communication should be open and transparent and doesn’t differ in communication with clients or employees.
  5. Collaboration: Collaborations on basis of clear role distribution are crucial in an omni-channel environment, way more than in a retail situation. That role distribution has to be separated from the channel responsibilities and has to stimulate the total integration of the customer journey.



All organizations have internal and external processes, but how do they look right now:

  1. Data driven processes: The transformation; from deciding on intuition and limited information to fully data driven decisions and actions.
  2. Innovation processes: The transformation from a single and incidental innovator to a complete agile organization that is capable of quick changes.
  3. Digitalization of processes: The transformation from manual processing of information to intelligent, self-learning automated decision-making and following actions.
  4. Channel integration: The transformation of focusing on sales channels and traditional media to a holistic approach of all relevant contact- and influence moments in the customer journey.
  5. Process design: The transformation from focus on process optimization in the preferred channel to creating a spot-on client experience in all relevant channels.

When you have gone through all the building blocks, you’ll get a scan of the actual state of your organization (single, silo, fragmented, integrated). Next step is to decide where you want to go with your organization. Which steps do you have to take and how do you make them SMART? Smart organizations will give those next steps to ‘owners’ and keep track of new developments in a roadmap.

It’s quite the approach, that’s true. But the results don’t lie. Together, seen over all channels, you realize not only set targets but also an optimized collaboration (recognition and understanding). Also, you truly make the client and consumer your main priority. That’s how you unlock the true client value of your company.

Questions? Don’t hesitate to contact me, because external support could be just the push in the right direction.

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