A lire sur: http://sloanreview.mit.edu/article/reading-global-clients-signals/
Magazine: Spring 2014Research Feature
Peter A. Gloor and Gianni Giacomelli
By taking a big data approach to analyzing collaborations with large clients, highly distributed global companies can gain valuable and timely insights into client satisfaction.
Keeping tabs on the health of client relationships is an important activity for any company hoping to promote stability and growth. Knowing how customers feel about your products and services is particularly vital for organizations specializing in “extended-enterprise” services such as back office operations, decision support, and engineering, technology and asset support for large operations. In the last 20 years, the popularity of such so-called “shared services centers,” those shared either internally or externally through outsourcing, has grown exponentially. Shared services centers now employ hundreds of thousands of people worldwide and constitute a ubiquitous backbone across the largest and most complex enterprises. Although this organizational model has created significant economic benefits and is a cornerstone of organizational scalability and cost effectiveness, it also presents significant governance challenges: The large-scale, global nature of the service delivery and the complex, often matrixed client organizations such companies serve make it harder to detect client dissatisfaction.
Magazine: Spring 2014Research Feature
Peter A. Gloor and Gianni Giacomelli
By taking a big data approach to analyzing collaborations with large clients, highly distributed global companies can gain valuable and timely insights into client satisfaction.
Keeping tabs on the health of client relationships is an important activity for any company hoping to promote stability and growth. Knowing how customers feel about your products and services is particularly vital for organizations specializing in “extended-enterprise” services such as back office operations, decision support, and engineering, technology and asset support for large operations. In the last 20 years, the popularity of such so-called “shared services centers,” those shared either internally or externally through outsourcing, has grown exponentially. Shared services centers now employ hundreds of thousands of people worldwide and constitute a ubiquitous backbone across the largest and most complex enterprises. Although this organizational model has created significant economic benefits and is a cornerstone of organizational scalability and cost effectiveness, it also presents significant governance challenges: The large-scale, global nature of the service delivery and the complex, often matrixed client organizations such companies serve make it harder to detect client dissatisfaction.
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