Client Satisfaction as engine of the continuous improvement
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The document discusses client satisfaction as a key driver for continuous improvement at Swiss IT Bridge. It outlines the company's promises to customers, focuses on organizational fundamentals such as lean methodologies, and emphasizes the importance of tracking satisfaction scores for continual enhancement. Additionally, it addresses the effects of client feedback on team performance and overall client relations.
Client Satisfaction as engine of the continuous improvement
- 1. Client Satisfaction as the engine of continuous improvement Christoph Kruppa, Head of Marketing swiss IT bridge Co., Ltd. www.swissITbridge.ch
- 2. Agenda 1. About me 2. Questions? 3. Our promises to customers 4. Organisational fundamentals 5. Client Satisfaction 6. Effects
- 3. 1. About me • Head of Marketing, swiss IT bridge, & Chief Event Magician, evecoo • Tech Community in Vietnam • Marketing & Events • Lean & Agile Methodologies • Scrumbut in Marketing
- 5. 3. Our promises to the customers for example: o We put the client to the center o We are result oriented o We are professionals o We are a learning organisation o We communicate openly o We work hard and celebrate success o We act with integrity and mutual respect
- 6. 4. Organisational fundamentals 1. Lean: Continuous improvement 1. Soft factors: Improvement is only possible, if you WANT to improve. e. g. Trust e. g. Openness e. g. Transparency
- 7. 5. Client Satisfaction 1.Every week in Status Meeting between decision makers: Satisfaction score between 1 and 6 (Swiss school grade) 2.Continuous improvement: Improvement is only possible, if you know, WHERE to improve. 3.Delivery of the promise in the Success Factors 4.Weekly Status Meeting, School Grade... and then? 5.Immediate improvement due to client focus in regular retrospective
- 10. 5. Client Satisfaction 1. School grade is very good - Team receives Bonus - Other teams are motivated 2. School grade is good - How to become very good? 3. School grade is not good - What was not good? - Self Assessment
- 11. 6. Effects 1. How to communicate... 1.good grades? 2.bad grades? 3.uncompromising transparency? 1. What is the effect on... 1.the team? 2.the existing client? 3.the potential client?
- 12. Contact Christoph Kruppa Head of Marketing at swiss IT bridge ck@swissITbridge.ch www.swissITbridge.ch http://www.slideshare.net/swissITbridge
Editor's Notes
- #3: Ask participants at the end of the agenda: 1. First time visitor? 2. No Scrum exp 3. some elements 4. expert
- #4: We provide SW services with dedicated teams, who work exclusively for customers as prolonged workbench My partner Thomas and I founded SIB 2006. As one part of the bridge he lives in Saigon and guarantees with his European crew the quality of our work from our SW-Center and at the Swiss part of the bridge I am the ambassador of our clients and not an IT guy. Programmed a bit Basic at Uni. As Head of Admin in factory in restructuring I realised that when implementing SAP R3. Lean Production at the beginning of the 90ies Agile Philosophy and Scrum improve quality, productivity and happiness of developers
- #5: Who is here: 1. developer, tester, architect, .. 2. Scrum Master, PO, PM, etc. 3. Manager with budget? Your interest? I prepared some thoughts. However, what are your questions you want to have answered when you go home?
- #7: 1. Notes: How much time do you spend?
- #8: 1. - do not get upset - empathy for people, generosity - not only talk (overall) 2. because past experiences distort our perception 3.1 all want it, not all have it, not all give it, and less if bad experience 3.2 e.g. as kids 80'000 blames vs. 20'000 praises 3.3 e.g. 7 praises outweigh 1 blame
- #9: 1. - do not get upset - empathy for people, generosity - not only talk (overall) 2. because past experiences distort our perception 3.1 all want it, not all have it, not all give it, and less if bad experience 3.2 e.g. as kids 80'000 blames vs. 20'000 praises 3.3 e.g. 7 praises outweigh 1 blame
- #10: 1. - do not get upset - empathy for people, generosity - not only talk (overall) 2. because past experiences distort our perception 3.1 all want it, not all have it, not all give it, and less if bad experience 3.2 e.g. as kids 80'000 blames vs. 20'000 praises 3.3 e.g. 7 praises outweigh 1 blame
- #11: 1. - do not get upset - empathy for people, generosity - not only talk (overall) 2. because past experiences distort our perception 3.1 all want it, not all have it, not all give it, and less if bad experience 3.2 e.g. as kids 80'000 blames vs. 20'000 praises 3.3 e.g. 7 praises outweigh 1 blame
- #12: 1. - do not get upset - empathy for people, generosity - not only talk (overall) 2. because past experiences distort our perception 3.1 all want it, not all have it, not all give it, and less if bad experience 3.2 e.g. as kids 80'000 blames vs. 20'000 praises 3.3 e.g. 7 praises outweigh 1 blame
- #13: auch Christoph danken: Bsp. für SF (auch wenn er nicht da ist. Signalling Effekt)