Due to a low level of maturity (the most favorable case) or to a logic of territories and organizational silos (an unfortunately frequent situation), linking the themes of 'Customer Journey', 'Processes' and 'Risk & Internal Control' is not always a matter of course.
However, our feedback is clear: some companies have succeeded in doing this, based on simple, logical principles. The benefits in terms of vision, consistency of action and overall management are considerable.
Customer satisfaction and risk management: key drivers of business transformation
The various editions of the of Club des Pilotes de Processus (C2P) over the last ten years have shown that customer satisfaction and risk management are the main drivers behind process management within companies and organizations.
Following on from the work carried out by C2P on Processes and Operational Riskswe can recall that the process vision is often used as a business foundation to anchor a good number of cross-functional corporate approaches (internal control, quality, ABC, etc.). In the early 2000s, the first initiatives were launched to demonstrate the benefits of an integrated approach:
- Implementation of a process metamodel to add and anchor the concepts of "Risks and Controls" and "Customer Contact Points", which mark out the customer journey and materialize the moments of truth. The result is an extended vision of enterprise architecture;
- Integration of Customer Satisfaction and Risk Management with Sales Performance, Operational Efficiency and Sustainable Development to steer Overall Process Performance;
- Identify the contributions of each party, at moments of truth or risk exposure, analyze indicators and reporting based on the mesh and nomenclature of the company's processes;
- Consideration of the Voice of the Customer and the Voice of Risk, through the actors who carry them within the company, during process reviews that bring together all relevant stakeholders to contribute to decision-making;
- Pooling of action plans into a single, shared improvement and safety plan ;
- ...
The major benefits of the integrated "Customer journey / Processes / Risks & Internal Controls" approach for successful business transformation
This approach enables us to mobilize the professions involved in the processes and the support functions concerned (customer service, quality, control, risks, compliance, organization, etc.). A vector of fluidity, it also enables a fair control of risks in terms of the efficiency of the systems in place.
This global approach meets the expectations expressed by managers (Read Michel Raquin & Hugues Morley-Pegge "Processus, ce que font vraiment les dirigeants", Editions Maxima 2017), weary of the multitude of management systems (quality, risk, environment, safety, ...) that coexist and this, of course, not always in an optimal way. They all advocate the introduction of Integrated Management Systems (IMS) unifying all systems focused on process performance and encompassing all its dimensions.
This expectation is shared worldwide. So, in its 2015 version, ISO 9001 has been adapted to enable the deployment of such SMIs: the notion of risk - even if it deserves to be explored in greater depth - is present. In addition, ISO 9001 shares a common structure with a number of other standards (High Level Structure or Framework Structure), enabling bridges between the themes covered.
With these methodological prerequisites in place, the main challenge common to all these approaches lies in their implementation: ensuring that they fit seamlessly into the operational model of companies and organizations. Particular attention needs to be paid to ensuring that managers take ownership of the process and pass it on to their teams.
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