Customer-First Mindset

What creates value for customers is continually learnt, through understanding their circumstances, needs, and issues. Vastly improved customer satisfaction is achieved, by getting it right for customers the first time, through the design of services that are adaptable and responsive which service customers by the most effective means wherever they interact with the organisation.

Reduced Operating Costs

30% or more operational expense is saved by removing failure demand (failing to do something or do something right for a customer) and unproductive activity (outdated processes, practices, rules and policies) that used to take up capacity and increase costs. Far more is achieved under constrained budgets whilst creating a more productive and sustainable work environment

Productive Organisation

Colleagues are enabled to work more productively through working in a far better and more efficient organisational design. A structure is in place that recognises work complexity to ensure everyone works on the right work, has the right authority, the right capability, and demonstrates positive behaviour

Role Clarity

Everybody has clarity of what they do, how well they are working, as an individual and as part of a team, and how they work together. There is a clear understanding of all hierarchical and lateral working relationships leading to high employee engagement and more productive work

Improved Leadership Capability

Leaders at all levels are able, and seen, to add value to their team members. Leaders create, improve and sustain productive social cohesion that enables people to work productively to their potential. Leaders consistently use positive leadership behaviour and symbolism to create, maintain, and improve the culture of a group of people so that they achieve objectives and continue to do so over time

Positive Behaviour and Culture

A continual and systematic understanding of shared mythologies underpinning existing organisational culture through understanding how people experience their work, their leaders, their colleagues, and the organisation. Formation of a productive culture at all levels, through every single interaction

Successful Technology Projects

What creates value for customers and how best to service them sets the context for technology improvement projects. Technology is applied that that complements human activity, enhances cognitive processes, automates simple and repetitive tasks, and further improves productive work

Better measures

Leading measures that help leaders understand how well work achieves the purpose the organisation has been set up to accomplish

Maybe the last word should go to two progressive leaders of organisations who adapted and adopted our award-winning practical methods and leadership tools.

Renato Mota, Chief Executive Officer of Insignia Financial:

We’ve been able to simplify how we think about our business, and we have greater confidence that it aligns to our customers, and we can measure that in a far more meaningful way. These are the things that now manage our business. We now get a very rich picture of what matters to a customer.

This has done more for staff satisfaction than anything else we have done in our organisation. Giving people a sense of purpose and giving them an ability to deliver value will do more for your people than anything else you will do. We’ve got better customer satisfaction, and more empowered and knowledgeable frontline staff, who are making quicker decisions and are delivering value more quickly.

This learning and rethinking experience has led to a transformation in our strategy. The redesign of our system is giving us a significant advantage in our ability to deliver value.

Danik Lucas, an executive at WorkCover Queensland:

Through working with Reconceive, I learnt our organisation had some typical large organisational design principles and management assumptions strongly embedded in its operations. I’ve learned that these are sometimes the very things that constrain rather than enable organisations to do what matters to customers.

To better support our customers and deliver exceptional experiences every day, we learned that we needed to make a significant change to our systems and structures. We didn’t just tweak processes. We weren’t looking to make small changes or put Band-Aids over what we already had. Through this process, we understood that we had to redesign the organisational systems and structures from the ground up.

We rebuilt capability, rebuilt the organisational systems, and redefined roles. We totally changed the role of the leaders, clarified leadership at all levels, and conducted a significant restructure of our entire customer group.

In the redesigned systems, our frontline people have clarity about their work, can improve their own work, can use judgement and discretion, and receive real-time recognition. Because they get it right up front, they don’t have to spend unproductive time dealing with failure demand during the day.

I’m really proud of the work that we’ve done to better support our customers. We learned that what mattered to our customers was a quick decision on their claim. We can now measure that directly in customer terms. By doing this, there is no doubt that we’ve delivered an improvement for customers. The feedback we’ve had is that our customers are amazed by the improved service.

This unique approach for transforming an organisation has resulted in us being recognised by the Customer Service Institute of Australia who awarded us the ‘Customer Service Project of the Year’ for continuous improvement.