The Customer-Centered Culture: 8 Dimensions of Excellence (8DX) Framework

The 8 Dimensions of Excellence (8DX) framework provides a powerful but easy to understand guide for creating a Customer-Centered Culture. It is visually described in the graphic below.  The numbering of the 8 Dimensions of Excellence is intentional. Read it from right to left (by clicking numbered boxes below), starting with the end in mind.  Long-term viability is dependent on success in Dimension 1 first, Dimension 8 last. These 8 Dimensions help us do the following:

  • Strengthen alignment between our values and those of our customers
  • Balance our goal-setting and measures of success (using balanced scorecards and KPIs)
  • Separate strategic focus (Dimensions 1, 2, 5 & 6) from operational concerns (Dimensions 4, 8)
  • Select the best products for improvement (Dimensions 3, 7): those that create strong linkage between strategic and operational priorities
  • Convert reaction to anticipation and aspiration
  • Shift preoccupation with activity and process (Dimensions 4 & 8) to our deliverables (products) and purpose (outcomes).

Excellence can be defined from either our internal, producer perspective (shared by competitors) or by that of our customers (independent of what we think). We seek to improve the balance between those points of view but our bias is unabashedly from the viewpoint of customers. When in the situation where we are the customer, we have 20/20 vision about the truth. The problem is that it is terribly easy when we are on the other side (of the phone, the desk, the cash register, the web site, etc.) to experience instant amnesia of these customer insights. Self-interest is the explanation for these potentially competing views of reality. Our goal is to create excellence both as a producer and as our customers would wish it.

 

Customer Priorities (Click on boxes for definitions starting from right to left)

Process characteristics customers want.  Timely arrival of product requested, no wait or cue time, ease of acquisition. Our aim is to address process performance in terms customers care about. This would include their time and cost (both expense and lost opportunity) to acquire the product and make it function easily and effectively. The number of people a customer must contact to solve a problem is a measure of success.
Product and service attributes customers want.  Ease-of-use, accessibility, low cost of ownership, durability and usefulness. Product refers to any deliverable we can make plural with an “s.” The variety of products we provide and the characteristics of those products demonstrate our creativity and uniqueness. A good product is one that can be easily used by a customer to predictably create their desired outcome.

Undesired outcomes customers want to avoid or eliminate.  Loss, death, complexity, stress, taxes, discomfort, wasted time, frustration, sickness and a host of unwanted conditions.

These are their ultimate hopes: joy, security, personal time, belonging, health, etc. How well (and quickly) they get those results reveals our effectiveness. Health is an outcome that is a high customer priority. It should be measured. It is interesting to note that we often measure undesired outcomes like mortality (death) and morbidity (new ailments contracted by exposure to the health system). It is then easy to view the absence of those conditions as success. But are people healthy if they don’t die or get sicker? If we don’t know what results customers want to achieve by working with us, our long-term viability is merely chance.

Producer Priorities (Click on boxes for definitions)

Process characteristics producers want.  Process consistency, low variation, high productivity, comfortable lead times. It is important to distinguish our activity from the customer’s. Measuring our production processes can guide us to improved efficiency. Our cycle time, unit cost, defect rate and waste can decline because we decided to measure them.
Product and service attributes producers want.  Easy to build, low cost to produce, no maintenance or warranty costs, easy to distribute.
Undesired outcomes producers want to avoid or eliminate.  Waste, high turnover, financial loss, customer defection, instability.
These are the producer’s desired outcomes. Leadership, financial viability, market share, dominance, growth.

We might compare the 8DX framework to economic supply-and-demand thinking. Dimensions 1-4 represent issues related to customer demand. Dimensions 5-8 are related to supply and production matters the producer cares about. The framework is a succinct but powerful way to identify the critical few areas we must pursue to achieve excellence. Focus on all 8 Dimensions and excellence will be broadly enhanced. Improve a few and excellence will be limited. Dimensions 1-4 address the customer experience, sometimes referred to as voice of the customer (VOC). These are drivers of satisfaction and include leading indicators of organizational success.

For more information on how to apply the 8 Dimensions of Excellence to your organization, please fill out the contact information below.