While Dell leads our industry in customer service and support, the company continuously strives for improvement to benefit Dell customers, our business and the industry as a whole. As part of our efforts, Dell is applying round’s framework and tools to develop and execute a customer-centric strategy that better focuses and empowers our winning teams to deliver a world class customer experience.
Bobbi Dangerfield, Director of Customer Centricity, Dell US Consumer
RUTE Methodology
RUTE - Realise, Understand, Transition, Embed - is Round's methodology for scoping, planning and implementing lasting customer oriented business change.
Realise
Purpose: To recognise the issues and challenges the organisation faces by not being customer centric.
The realisation is achieved using highly interactive masterclasses that get the participants emerged into customer centricity thinking. Round's HomeRun board game get people talking the language of customer centricity and a mini-assessment starts to give an indication of where the organisation is on the journey to customer centricity.
Understand
Purpose: To gain a shared understanding of the organisations capability strengths and weaknesses and hence be able to plan projects to address the weaknesses and capitalise on the strengths.
The understanding gives the organisation real insights into its strengths and weaknesses that manifest themselves on the customer experience.
The customer centricity profile, producing during the Understand phase using CCDirector, produces the gap analysis that enables practical plans to be put in shape.
Transition
Purpose: To move the organisation to the desired place on the journey to customer centricity.
The transition could cover a single stage project or a multiple stage programme of multiple projects spanning many months.
Embed
Purpose: To internalise within the organisation the new or enhanced capabilities so they continue to be exploited and truly form part of the organisations customer centricity DNA.
The embedding gets the organisation to be unconscious competent with the new capabilities, i.e. the organisation exploits them without conscious thought.