2022: The Year in Review through our White Papers
2022 White Papers Review and Themes
At this time of year we like to look back over the white papers we created last year to see what themes emerged and what we responded to in the business climate. It is then interesting to contemplate whether the climate has changed or whether the same factors are still at play. We are almost fanatical about looking at trends rather than one off snap-shots so we like to evaluate whether these trends continue.
What were the trends:
In 2022, the major concern in Australia was a shortage of skilled staff and so many of our whitepapers looked for different ways to solve that problem. Sometimes we looked at the problem from different angles, by looking for ways to reduce the amount of work that staff had to do, rather than focusing solely on better ways to recruit and retain staff. We also looked at how to get the whole organisation to focus on customer issues and ensure that the operating model was set up in an optimal way for the work. We think those ideas will be as useful in 2023 as they were in 2022.
We share this summary (below) because we know that sometimes these papers reach people when they are busy, or the timing is wrong. The paper name is a hyperlink to the web site copy. All are available as PDFs if you would like a copy. Please give us some feedback on any of these papers and let us know your ideas for topics for 2023.
Please contact us on, +61 3 9499 3550, 0438 652 396 or email info@limebridge.com.au.
The LimeBridge team
White Paper Summary
This paper recognised the skills shortage but looked for solutions on the demand side of the equation. It suggested five different strategies that could help address demand and thereby reduce the need for extra staff.
This paper highlights the complex issues of getting all the right parts of any business focussed on customer issues and techniques that can be used to make this happen. It points out that getting rid of customer related problems is a whole of business problem.
Staff shortages were all the news across multiple industries. This paper used our PRISM methodology to look at five different dimensions that could be used to tackle a resource shortage by pulling all available levers.
This paper summarises the strategic benefits of removing customer frictions and problems. It highlights the combination of both cost reduction benefits and customer loyalty and revenue. It shows how a friction reduction strategy can deliver for customers and shareholders.
As we know in business change is constant. This paper uses a case study demonstrating how change can degrade the performance of operating models - what can happen, why and what you can do about it.
In this paper, we explain the power of pre-emption and the potential for organizations to manage customer experiences proactively. It describes how modern contact mechanisms are cheap and immediate and can remove inward contacts.
This paper was inspired by Hans Rosling’s great book and our own experience in finding ways to make sense of the data and reports that we see in business. It questions whether businesses get misled by things like averages and could make more sense of the data available.
This paper summarised five key techniques that organisations need to get on top of demand (based on 5 core ideas in our book, The Frictionless Organization). It discusses the level of insights needed and then describes which solutions apply to which interaction types.
Repeat contact has always been a bug bear for customers and companies. All the research says that customers want resolution and repeats often lead to complaints or attrition. This paper looks at ways to measure repeats and potentially tackle them.
This paper introduces some of the foundational ideas from our new book, (The Frictionless Organization) including the three different mechanisms to “Understand” interactions that indicate friction. It shows how to tap these sources of great untapped customer insights.
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