EMBARK ON THE JOURNEY
We help you build a resilient business model using design thinking and lean approaches to create competitive advantage.
In today's increasing complexity of digital technology and post-pandemic business environment, customers are increasingly choosing products and services based on the quality of the experiences they have with them. To help meet these challenges, an approach known as "Design Thinking" is playing a greater role in finding meaningful pathways - the framework can be used to gain insight and yield innovative solutions for virtually any type of organizational or business challenge.
Customer Journey Mapping (CJM) is the process of capturing and communicating complex interactions in order to illuminate the complete experience a person may have with a product or service. Satisfactory touchpoints (e.g. web, app, call center, in-store) may not add up to a satisfactory customer journey. To improve the quality of customer experience, organizations need to acquire a deeper customer insight and cater to their customer's end-to-end journey.
Building resilient business models are emblematic of the post-pandemic world. Yet they remain poorly understood, even as they transform competitive landscapes across industries. Ultimately, business model innovation is about creating value, for companies, customers, and society. It is about replacing outmoded models by applying two powerful "tools" called the Value Proposition Canvas and the Business Model Canvas.
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving process efficiency and eliminating waste. By eliminating waste and inflexibility from entire value streams, organizations will be able to create processes that require less resources – less time, less human effort, less space and less costs.
Hoshin Kanri process is a powerful strategic planning methodology for defining long-range key entity objectives. These are breakthrough objectives that extend 2-5 years with little change. In addition, the Hoshin Kanri process does not lose sight of the day-to-day business measures required to run the business successfully. This dual approach provides an extended period of time for the organization to focus its breakthrough effort and continuously improving key business processes day to day.
WHAT PEOPLE SAY
"Our staff has benefited from the insights shared and gained news perspectives."
Head of Tuas Development,
Innovate@SEA Team LEAD,
PSA Corporation Ltd