Public Sector & Education

Helping to Shape the Future

Our team support public & educational institutions all over the world with complex transformation projects


We are committed to helping the public sector through a range of economic challenges that include high inflation, a lack of government funding, and political instability. 


Six local councils in the UK have issued Section 114 notices since 2021 and 40% of universities are facing budget deficits. It is not unforeseeable that we will see closures in higher education in the near future. Cambridge Management Consulting has deep ties to the public sector and higher education. We care deeply about reversing the decline of our national infrastructure and educational heritage.


We have devised four pillars of advisory services to support the public sector through this turbulent economic climate. These pillars are backed by leading experts and include services for Cost Reduction, Networks & Innovation, Cyber Security, and Sustainability.


Our Public Sector team has a wealth of experience in all aspects of cost reduction, procurement, digital transformation, network design, sustainability & cyber security

We are proud of our links to the public sector, particularly our work with Pembroke College, University of Cambridge, and our on-going commitment to working with councils on city-wide decarbonisation. We are also dedicated to increasing diversity, equity & inclusion across the public sector and creating closer ties between institutions & their communities.

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Case Study

University of Bristol


Cambridge Management Consulting was selected as the consulting firm to help the University establish and refine the requirements, design the network in collaboration with University of Bristol experts and lead the technical procurement for a Modern Network. 


The current University of Bristol campus network requires significant modernisation to support the University’s Digital Strategy. All staff, students and visitors interact with the University's network every day, whether it's connecting a device to Wi-Fi, emailing a colleague, or running a session on the University’s Digital Learning Platform.


Cambridge Management Consulting's attention to detail ensured there were clear winners of the Procurement lots, with no challenges or disaffected potential suppliers. The winners of the three lots were all world-class organisations with a desire to support the University with its ambition to deliver a first-class service. 


Cambridge MC have since assisted the University with other aspects of their Digital Strategy and continue to be engaged to help the University of Bristol transform.

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How we help our clients

Our team of experts has decades of experience delivering services to the public sector and education

Local & Regional Decarbonisation

Our experts combine advanced analytics with deep expertise in environmental strategy to support decarbonisation of your public systems and operations—heat networks, energy systems, transport, and more.

Procurement for the Public Sector

Through the deployment of digital tools and agile strategies, we can assist you at every stage of resourcing your Local Government body, including negotiation, contract management, supplier selection, and cost reduction.

Human Resources for Local Government

Our holistic approach to HR combines advanced technology solutions with strategic insights to streamline HR processes, enhance data-driven decision-making, and improve overall operational efficiency and workforce resilience in your Public Sector bodies and institutions.

Capital Projects

Designed to maximise project outcomes using data-driven multi-year planning, comprehensive risk management, robust governance and digital enablement. 

Recruitment for Public Activities

Our tailored service operates on a transparent, fixed fee model, eliminating any financial uncertainties and aligning with your budget requirements, helping to identify the most suitable candidates who can drive significant value to your organisation.

Planning

It is extremely resource-intensive to plan for large-scale infrastructure, urban planning and policy development in the Public Sector. Outsource some or all of the project management stages to a bespoke PMO and we can help you simplify and de-risk this process.

Property & Investment

Designed to meet the specific needs of public and educational institutions, our Property & Investment service is a cornerstone service for organisations looking to enhance their physical assets to future proof their long-term success and financial security.

Process Transformation & Change Management for Technology

By employing strategic assessments, technology integration, and process improvement, we can support you in both the planning and delivery stages of your public projects and programmes to streamline change initiatives, increase revenue, and maximise ROI.

Local Authority Trading Companies (LATCo)

Sitting on the fence between the Public and Private sphere, LATCos have access to a much wider market and audience. We can assist you to maximise your revenue and reach in both sectors.

Digitising the Public Sector

It is just as important for Public Sector bodies to build a resilient and scalable digital backbone as it is for Private Sector businesses; our digital practitioners drive innovation, efficiency, and sustainable growth, paving the way for a secure, digitally enabled environment.

Social Care

One of the main priorities for Public Sector bodies, if not the most important, is maintaining Social Care for children, adults, and the elderly. We have experts and resources to support you throughout the lifecycle of this on-going programme.

Cyber Resilience for Public Bodies

We focus on embedding robust security measures into the foundation of your IT systems, ensuring that resilience against cyber threats is integrated into the architecture of your technology environment.

Local & Regional Transport

Harnessing advanced analytics, planning methodologies, and stakeholder engagement strategies, we assist in creating comprehensive transport strategies and funding initiatives that enhance user experience, reduce environmental impact, and support regional economic growth.

Innovation & Collaboration between Public Bodies

Projects and Programmes have more impact when they harbour collaboration between different organisations. We can support you in promoting and establishing this in the Public Sector in order to increase innovation and shared resources.

Public Sector & Education

Case Studies


by Cees Van Der Vlugt 4 October 2024
Authors
Pillars of a building lit up by technicolour lights.
8 August 2023
Ensuring that University of Bristol remains the university of choice for students, academics and partners in a globally competitive market The University of Bristol is a Russell Group University and a leader in many global league tables, including the QS World University Rankings where in 2023 it ranked 9th in the UK. To strengthen its competitive position, the University is undertaking an ambitious digital transformation strategy. As a foundation of this strategy, the Modern Network will deliver a significant increase in capacity, flexibility, automation, resilience, security and experience for all users. Cambridge Management Consulting was selected as the consulting firm to help the University establish and refine the requirements, design the network in collaboration with University of Bristol experts and lead the technical procurement for a Modern Network. Cambridge MC’s technical and commercial expertise helped University of Bristol navigate a complex procurement exercise and deliver the first stages of the transformation programme. The Challenge The current University of Bristol campus network requires significant modernisation to support the University’s Digital Strategy. All staff, students and visitors interact with the University's network every day, whether it's connecting a device to Wi-Fi, emailing a colleague, or running a session on the University’s Digital Learning Platform. The University of Bristol recognised that improving their global competitiveness requires a step change in the digital experience offered to all users and so it launched its Modern Network programme. Key objectives of the Modern Network are to introduce a high-performance network that gives users access to comprehensive teaching and learning resources, as well as specialist equipment, data, and scalable fibre for innovative research. The Modern Network programme also aims to enable students to connect with friends and family, and socialise online from wherever they are on campus, at any time, day or night. The new network will enhance the Wi-Fi coverage and capacity to give users the best digital experience round the clock. The University realises that a significant increase in network performance is needed to support data intensive activities, including centralised and de-centralised computing, large scale sensor networks, media rich applications like augmented and virtual reality, data intensive instrumentation and modelling. The architecture designed is going to be more flexible, highly scalable, adaptable and evergreen. Security will be improved to cope with the continuously evolving threat landscape and to enable Modern Network users to safely perform their activities from any location in the world, with a consistent, hassle-free experience. The Modern Network will deliver a reliable platform with world-class operational capabilities, making the services easy to consume, monitor and manage. The Strategy Cambridge Management Consulting used its expertise and knowledge to quickly establish a comprehensive set of requirements and to test market appetite to deliver a Modern Network via an RFI. Requirements Management used a structured approach based on a Cambridge MC requirements catalogue. This accelerated the process of engaging University of Bristol stakeholders to validate requirements and helped to shape the University’s procurement process. An efficient and comprehensive stakeholder engagement process also saw the development of multiple personas that were used to explain how the Modern Network would deliver capabilities for students, academics, researchers and professional services colleagues. Cambridge MC, in conjunction with the university, then helped to shape a structured procurement approach. Modern Network capabilities were put into 3 main procurement categories to provide purchasing and transformation flexibility. Cambridge MC led the Procurement technical dialogue. Working in partnership with experts from the University of Bristol, a highly scalable, flexible, secure and resilient target state network was designed. The design is modular and makes use of multiple technical patterns. This provides a repeatable, standardised way for the University to deliver capabilities that can have customised performance service and levels. To assist the Procurement activities, Cambridge MC also created a Model Modern Network. The Model allowed a consistent financial assessment to be made at each stage of the Procurement, including providing a detailed estimate of the transformation milestones and payments. The Cambridge MC team also shaped the Modern Network programme. It was broadly shaped into mobilisation, discovery, design, prove, pilot and deploy phases. Cambridge MC are providing support in the early transformation phase to help the University of Bristol deliver the ambitious programme. The resulting Modern Network will be a high performance, flexible, resilient and secure platform. It will introduce self-service and automation, such as zero touch deployments and autonomous networks for research activities. It will leverage programmatic control and AIOps to improve the digital experience and inclusiveness, sustainability and the global competitiveness of the University. A technical modernisation like this requires a similar shift to a world-class operating model. Cambridge MC supported the service management redesign throughout the procurement phase. Using comprehensive requirements structured around ITIL, the team co-designed the enhanced set of service capabilities and are now helping University of Bristol to introduce these services. The new service management approach will provide full end-to-end visibility of the network, formal SLAs and SLA management and enhanced fault, change, configuration and knowledge management. This will complement the new technical capabilities and provide significant benefits to the University. The Team Cambridge Management Consulting provided procurement, commercial, technical business analysis and service management expertise. Cambridge MC also provided expertise for the procurement and post-procurement implementation activity. Cambridge MC worked exceptionally well with the University's digital and procurement teams to ensure end-to-end success for the University. Not only did the Cambridge MC team help support, but they also provided extensive knowledge transfer to, the University to minimise the future need for external support, minimise future costs for external consultants and help further develop the in-house ICT and procurement capabilities. Outcomes & Results 1. Cambridge Management Consulting's attention to detail ensured there were clear winners of the Procurement lots, with no challenges or disaffected potential suppliers. The winners of the three lots were all world-class organisations with a desire to support the University with its ambition to deliver a first-class service. 2. Cambridge MC have since assisted the University with other aspects of their Digital Strategy and continue to be engaged to help University of Bristol transform.
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Craig Cheney

Our global Public Sector & Education practice is led by Craig Cheney

Managing Partner - Public Sector

With over 25 years of experience across both the public and private sectors, Craig is Cambridge MC’s Managing Partner for Public Sector & Education. In 2016, Craig became the Deputy Mayor of Bristol, serving in the Mayor’s cabinet with responsibility for Finance, City Economy, Culture, and Property. In this role, and working for the Local Government Association across the country, Craig has developed a consummate understanding of the public sector landscape. He excels at collaboration, business transformation and strategic thinking. 


During his time in the Mayor's cabinet, Craig oversaw over £120m in budget savings though business transformation, restructuring, and service redesign. During this time, Craig sat as a shareholder of numerous council-owned companies, and led a £30m digital transformation exercise which earned Bristol’s recognition as the UK’s top ‘Smart City’. The Bristol City Leap program was a world first, a public/private partnership between Bristol and Ameresco, which will bring nearly £1bn of investment in decarbonisation and sustainability, recognised by government as a model for the rest of the country to follow.


Craig has also chaired the One City Economy Board, which brought together private sector businesses, the voluntary sector, equalities groups, and public sector institutions, supporting a quick recovery from the COVID-19 pandemic.

Our team can be your team


Our team of experts have multiple decades of experience across many different business environments and across various geographies.


We can build you a specialised team with the skillset and expertise required to meet the demands of your industry.


Our combination of expertise and an intelligent methodology is what realises tangible financial benefits for clients.

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Our Public Sector & Education Experts

Industry insights


by Lucas Lefley 23 December 2024
Charities we are Proud to Support Every year, the festive period provides a time to reflect on the previous year, its milestones, and achievements. A time to spend time with loved ones and connect with your community, the end of the year brings plenty of opportunities to think about others and what you can do to support those around you. As such, we at Cambridge Management Consulting want to take a moment to bring attention to some fantastic and transformative charities which are very close to our company values, as well as those within our network who have given up their time and efforts this year to support philanthropic causes. At Cambridge Management Consulting, we resolve to give back to society as much as we can, by donating up to 1% of our profits to charitable causes – this year, we exceeded this, donating roughly 1.25%. Below details some of the organisations we were proud to support in 2024. British Exploring Society Established in 1932, British Exploring Society (BES) is an equal-opportunities charity devoted to ensuring that all young people are ‘able to contribute confidently in the world’ by organising, fundraising, and leading expeditions across the globe. Combining their threefold values of adventure, knowledge, and personal development, BES works to establish the skills and support each young person will need to take part in an expedition, providing them with the appropriate training, knowledge, and ideas, and sending them on an adventure that promotes experience, diversity, and confidence. In September, a team of enthusiastic individuals from Cambridge Management Consulting took part in a charity walk to raise money for BES. Together with Richard Walton, Chairman, David Tilston, Trustee and Treasurer, and Sarah Greasley, Trustee, we completed 25km between Eastbourne and Alfriston, to raise funds and awareness for the incredible opportunities they provide. In total, the team raised over £18,300, contributing to fantastic initiatives, such as an expedition currently taking place in Wildestan, Antarctica. Find out more about British Exploring Society and get involved: https://www.britishexploring.org/ The College of Sanctuary, Support by the Cara Fellowship Programme As well as organising and taking part in this brilliant charity walk, we were also proud to support British Exploring Society by sponsoring them at Cambridge Tech Week’s Deep Tech Dinner, alongside another charity close to our company values, The College of Sanctuary. Supported by the Cara Fellowship Programme, The College of Sanctuary is a rescue mission for academics in immediate danger. Standing for Council for At-Risk Academics, Cara supports individuals to continue their work in safety, whether through regional programmes to protect them in their home countries, and those in exile nearby, or collaborating with higher education institutions whose research is threatened by these risks to human life. Find out more about Cara and the Fellowship Programme: https://www.cara.ngo/what-we-do/caras-fellowship-programme Sands Established over 40 years ago by bereaved parents, Sands (originally an acronym for the Stillbirth and Neonatal Death Society but now simply referred to as Sands) is a non-profit organisation devoted to improving the care and support for anyone affected by the loss of a baby, and ultimately working to decrease the number of those who experience it. Sands launched the 9 Bereavement Care Standards as part of the National Bereavement Care Pathway during Baby Loss Awareness Week in 2018. Produced as a result of stories and testimonials told by parents affected by pregnancy loss or the death of a baby, these standards are comprised of 9 different protocols and expectations , and provide a concise and comprehensive guide for how each NHS trust should support a parent or family during and after the loss of an infant. Considering how important, and often urgent, the Bereavement Care Standards are to improving the wellbeing of bereaved families, healthcare professionals previously reported struggling to find them readily available, thus stunting their ability to provide the proper care imminently and effectively. Subsequently, Cambridge MC’s marketing and IT experts have, pro bono, produced a new website specifically for the National Bereavement Care Pathway and the 9 Standards, to make their implementation in UK-wide hospitals as easy and seamless as possible. Find out more about Sands and get involved: https://www.sands.org.uk/ The Carers Network David Lewis , Managing Partner for Digital & Innovation, is a trustee of the Carers Network, an independent charity which supports unpaid carers in some of the most isolated and deprived pockets of the City of Westminster, the London Borough of Hammersmith and Fulham, and the Royal Borough of Kensington and Chelsea. The Carers Network’s vision is that every unpaid carer has recognition in their work and is able to lead a healthy, fulfilling life with control over their caring role. Unfortunately, this is rarely the case in a society that fails to recognise or reward the vital work carrier out by carers – leaving them feeling isolated, overwhelmed, and often in economic ruin. Carers Network was established in early 1991 following two public meetings with carers and professionals. Today, Carers Network continues to innovate and expand its services, thanks to the dedication of its staff and trustees, volunteers, and generous funders. Find out more about the Carers Network and get involved: https://www.carers-network.org.uk/ The Peter Bibby Award The Peter Bibby Award is an annual event which selects a number of promising young cricket players in the Eastbourne area and provides bursary funding to place them at Eastbourne College where they benefit from world-class facilities and coaching. This award has been truly transformative for many young people , and has already established several sporting careers. In July, a team from Cambridge Management Consulting supported the Peter Bibby Award by playing in and helping out at their annual golf fundraiser at the Royal Eastbourne. Find out more about the Peter Bibby Award: https://linke.to/Peter-Bibby-Award Surf For Life Surf For Life is a global non-profit whose mission is to provide a cross-cultural experience between travellers and communities within the developing world. They aim to create a more sustainable future by sponsoring high-impact projects in underserved communities, collaborating with in-country partners and community members to develop and deliver projects that will alleviate a pressing need or concern in the local area. These projects are aimed at improving educational opportunities, healthcare, and economic development. This year, Cambridge Management Consulting made a donation to Surf For Life to support these fantastic initiatives, and make a difference to international communities. Find out more about Surf for Life and and get involved: https://www.surfforlife.org/ Period Friendly Places Period Friendly Places is a charity which aims to eradicate period poverty across towns and cities. Founded in Bristol, their mission is to provide free sanitary and period products for women and girls, as well as to end stigma and provide education to enable all people to talk freely about periods and period poverty. This year, Period Friendly Places raised over $45k and distributed tens of thousands of products across the city to the most disadvantaged people and places in the city. Craig Cheney , Managing Partner for Public Sector and Education, founded Period Friendly Places in 2019 and was Chairman until April this year, when he stood down but stayed on as a trustee. Find out more about Period Friendly Places and get involved: https://www.periodfriendlyplaces.org/ Cancer Research UK In August, Holly Ashworth, Office Manager, completed two days of volunteering at her local Cancer Research charity shop in Billericay, which she chose as an organisation which has “touched the hearts of many people around the world – especially families”. During this time, Holly was responsible for much of the behind-the-scenes work, including sorting donations, supporting the shop floor, dressing windows, and making sure the stock on display was plentiful and varied. Holly described the experience volunteering for Cancer Research as “heartwarming”, and enjoyed the opportunity to “meet different people from different walks of life”, alongside giving back to a cause which has had “such a personal effect on so many people”. Find out more about Cancer Research UK and get involved: https://linke.to/Cancer-Research-UK Our New Years’ Resolutions At Cambridge Management Consulting, our biggest incentive is the ability to give back and bring awareness to the invaluable work completed by charitable organisations. 2024 was a very productive year for this goal, and we took as multiple many opportunities as possible to support our beloved causes. In 2025, our New Years’ Resolution, as always, is to continue this goal, and to further endorse the life-changing work achieved by these foundations.
Picture of pills on a pink background
by Cambridge Management Consulting 18 December 2024
Mawdsleys signs a long-term agreement to use edenseven’s market-leading carbon reporting and management platform, cero.earth, to monitor all emissions and programmes of work to reach net zero 23/10/2024 – Mawdsleys is the UK’s largest independent pharmaceutical distributor. Established nearly 200 years ago, they have a fast-growing international network supplying medicines to meet patient needs and providing a route to market for manufacturers. Mawdsleys has signed a long term agreement with edenseven to use their carbon accounting and management platform, cero.earth. Built by edenseven, one of the Cambridge Management Consulting group of companies, cero.earth is a cloud-based carbon accounting and management platform that provides businesses with a complete view of their emissions and decarbonisation plan. Using a dynamic view of all three emissions scopes, cero.earth provides a clear understanding of the current position against net zero targets and allows for the proactive monitoring of both current and planned projects. With a need to monitor and decarbonise operations at pace, Mawdsleys will leverage cero.earth to assess their current sustainability targets and produce a dynamic delivery plan to eradicate emissions permanently from their supply chain. Pete Nisbet, Managing Partner of edenseven, said: “We continue to evolve cero.earth to make sure we are providing our customers with the tools to dynamically monitor their decarbonisation programmes in a clear and practical manner. We are very excited to be working with Mawdsleys and are certain that, by embedding cero.earth into their net zero deliver plan, we can collectively make significant quantifiable environmental and financial gains.” William Sanders, CEO of Mawdsleys, commented; “Mawdsleys are leading the way in our sector, working towards net zero. Investment into thousands of solar panels and cutting edge battery storage technology, as well as operating electric vehicles, up to and including an HGV, makes edenseven the perfect partner to assist monitoring our decarbonisation plans. Mawdsleys are a key part of the healthcare system, delivering critical medicines to hospitals every day, so utilising cero.earth will help us maintain and enhance our position in the NHS Evergreen benchmarking assessment.” About edenseven edenseven is a sustainability consultancy and technology provider, who use data and market experience to enable companies and their supply chains to play their part in tackling climate change while achieving sustainable growth. edenseven uses the combined power of data, advanced analytics, and pragmatic project management to help companies baseline their current status, identify improvement opportunities in the short, medium, and long terms, and plan and implement those opportunities. For more information, visit their website: www.edenseven.co.uk About Mawdsleys Mawdsleys, founded in 1825, is the UK’s largest independent pharmaceutical wholesaler. They supply both licensed and unlicensed medicines globally, partnering with healthcare providers to ensure timely delivery. With a strong international presence, they offer services like logistics, over-labelling, and third-party logistics.
Aerial view of a hospital at night
by Cambridge Management Consulting 18 December 2024
18/12/2024, London – Cambridge Management Consulting (Cambridge MC), a global management consulting firm known for its expertise in telecommunications, and the Trustmarque Group (Trustmarque), a technology solutions provider with deep expertise in Public Sector expertise, have announced a strategic partnership to support local government authorities across the UK to manage the transition from the Public Switched Telephone Network (PSTN) to digital communications, ensuring a smooth and efficient switchover by January 2027. Trustmarque’s Public Sector division was recently named Public Sector Partner of the Year by CRN. They work with local authorities across the country, and will now work closely with Cambridge MC to offer a turnkey PSTN upgrade solution, ensuring that they are ready for the switchover. Through this partnership, Cambridge MC and Trustmarque will augment each other’s technological expertise to provide a complete service wrap for their current and future customers. Specifically, Cambridge MC will bring their consulting success and understanding of the public sector and its unique challenges concerned with the PSTN Switch Off. Trustmarque will bring their deep understanding of the digital solutions required to address the PSTN challenges. Together, this collaboration will provide customers with a holistic strategy toward this transition, including advice, resources and hands-on experience. Commenting on the news, Simon Williams, Chief Executive Officer at the Trustmarque Group said: “I am delighted to announce the collaboration agreement between Cambridge MC and the Trustmarque Group. Together we are committed to empowering local authorities to embrace this transformation with confidence and ensure uninterrupted service delivery to their communities. Cambridge MC’s consultants bring with them decades of telephony expertise.” Tim Passingham, Founder and Chairman of Cambridge Management Consulting, added: “I am very excited to be working with Trustmarque to ensure a seamless transition following the PSTN Switch Off. The switch to digital communications requires expert oversight, and Trustmarque’s technological expertise makes it well equipped to support this move.” Craig Cheney, former Deputy Mayor of Bristol and Managing Partner at Cambridge Management Consulting, said: "The PSTN shutdown presents huge risks to local authorities, universities, the NHS and across the public sector. Making sure you have the right strategy to get the right solutions into the right places at the right time is urgent and vital and could have ramifications across life and limb services as well as implications for traffic control, smoke and fire alarms and much more." What is the PSTN Switch Off? By the end of January 2027, Openreach will undertake a significant transformation in communications by closing the Public Switched Telephone Network (PSTN). Consequently, any PSTN-based products currently utilised by your business will require modification. The PSTN infrastructure supports not only traditional landlines but also voice services. Additionally, widely available broadband services, including fibre-to-the-cabinet (FTTC) and standard broadband (ADSL), are dependent on the PSTN. Craig Cheney , Managing Partner for Public Sector & Education, recently discussed the implications of the the PSTN switch-off will impact the public sector. About Cambridge Management Consulting Cambridge Management Consulting (Cambridge MC) is an international consulting firm that helps companies of all sizes have a better impact on the world. Founded in Cambridge, UK, initially to help the start-up community, Cambridge MC has grown to over 200 consultants working on projects in 22 countries. Our capabilities focus on supporting the private and public sector with their people, process and digital technology challenges. What makes Cambridge Management Consulting unique is that it doesn’t employ consultants—only senior executives with real industry or government experience and the skills to advise their clients from a place of true credibility. Our team strives to have a highly positive impact on all the organisations they serve. We are confident there is no business or enterprise that we cannot help transform for the better. Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Tel Aviv, Singapore and Helsinki, with further expansion planned in the near future. For more information, visit cambridgemc.com . About Trustmarque Trustmarque is a leading provider of technology solutions, helping organisations across sectors optimise their IT infrastructure and achieve digital transformation. With decades of expertise and a commitment to customer success, Trustmarque delivers solutions that drive efficiency, security, and growth. For more information visit their website: trustmarque.com
People walking about a space with a bright neon blue portal representing Customer Centricity
by Daniel Fitzsimmons 11 December 2024
Peter Drucker wrote in his book The Practice of Management (1954) that ‘it is the customer who determines what a business is’. This sentiment still firmly holds true today, as consumers increasingly expect personalised shopping experiences from aspirational businesses that desire to have a positive impact on the community, country, or world in some way. Across this series of articles, Daniel Fitzsimmons explores the role of customer-centricity as a mechanism to support the delivery of superior customer experience and business profitability. In the first article of the series, Daniel explains the concept and mindset of aligning a business to the customer as opposed to the product, and initial ways that this can be internalised throughout the wider organisation. What Makes a Customer-Centric Organisation? Customer-centricity stands in contrast to product-centric business, providing an interesting juxtaposition when discussing the delivery of business value and customer satisfaction: Typic ally, a product-centric company focusses on, as the phrase suggests, a product and its features, and attempts to sell this product to as many customers as possible. Thus, the business selling this product is organised around product management, with resources allocated to the delivery of a superior product. On the other hand, a customer-centric organisation implies the creation of business structures and systems which are aligned to the development and delivery of superior customer value. A customer-centric business attempts to understand the needs of its customers, and designs solutions around these needs. Customer-centricity is gradually becoming a more appealing means of securing new and future business, concurrent with the greater demand on businesses to prioritise the expectations of their customers, who are becoming increasingly willing to pay more for solutions which align to their beliefs. However, the route to internalising this customer-centricity to the core of a business strategy requires significant investment, and often an evolution of pre-existing systems and the organisation’s process landscape, culture, and financial metrics (Shah et al 2012). In other words, becoming a customer-centric organisation requires a total reimagining of the organisation’s structure and, critically, its identity. Failure to define and adhere to an ‘identity’ that aligns with the target market, and to incorporate this strategic direction into everyday business operations can lead to a gap between strategy and execution (Leinwand et al, 2015). Payne and Frow (2005) identified five processes that a company can leverage to become customer-centric: a) The strategy-development process which includes not only a business strategy, but also a customer strategy. b) The dual value creation process that is at the heart of the exchange process. c) The multichannel integration process that encompasses all the customer touch points. d) The information-management process that encompasses all of the customer touch points. e) The information-management process which includes the data collection and data analysis functions. f) And the performance-assessment process that ties the company’s actions to company performance. Each of these processes requires a cross-functional coordinating mechanism to be successful, and are reliant upon data acquisition and transformation. Data Democratisation Despite being considered a strategic asset, most of the data that companies generate today remains unused due to limited access and insufficient funds. As such, the democratisation of data can function as an enabling mechanism to achieve increased customer-centricity and foster long-term customer engagement (Zeng and Glaister 2018). Data democratisation initiatives empower and encourage employees to use data to extract business value. Data democratisation can be enabled through provision of the following: Increased accessibility for all business associates Self-service analytics tools and dashboards Data and analytics training Cross functional collaboration mechanisms Promoting a data driven decision-making culture Furthermore, a commitment from leadership to create the systems and mechanisms required to allow easy access to data sources is critical to the operationalisation of data democracy. For example, within the auto industry, it is typical to have 2,000+ applications on multiple platforms and, as such, data can become siloed – owned by subject matter experts or product managers. To address siloed information pools, organisations can consider the creation of data lakes and data lake houses to support ease of access and support user interaction (Porter, M and Heppelmann, E. 2015). The adoption of data democratisation can be further improved by the development of a data enablement team, as well as providing the governance and security mechanisms required to achieve compliance goals before being implemented at an operational level. The data collected from this directive can subsequently be used in the following operational frames to gain further insight into the customer experience of your product or service: Customer Journey Mapping – tracking and analysing customer interactions with products and services across online and offline channels. Increased Personalisation – increasing the personalisation of customer experience based on user behaviours. Customer Feedback / Satisfaction – transparent feedback from multiple sources can be leveraged to improve products and services. Customer Lifetime Value – calculating a customer’s CLV allows organisations to make informed decisions about customer acquisition targets, amplifying the voices of key customer segments. Customer Segmentation – using customer-specific data, organisations are better positioned to segment customer groups and create targeted marketing campaigns and personalised experiences. Altogether, effective data operationalisation, supported by empowered employees, leads to improved insights around customer needs and preferences, as well as the potential for predictive analytics to identify future product offers (Porter et al, 2015). In short, for data democratisation to be effective, business leaders must create a data-driven culture and mindset within the business. To achieve this goal, leadership must position the use of data as a critical input into decision making, and invest in the tools, mechanisms, and training required to enable data within the organisation. To this end, data democratisation can create a data-driven culture, centred around a customer-centric mindset. Creating a Customer-Centric Mindset When approaching customer-centricity, it is easy to project standard operational models which fulfil a ‘known’ solution against customer experience, rather than directly addressing what it means to be customer-centric. “The most important single thing is to focus obsessively on the customer. Our goal is to be earth’s most customer-centric company.” Jeff Bezos Customer-centricity is not simply a business model. It involves a mindset transformation at all levels of a business, requiring a deepening of the personal, operational, procedural, and organisational operations to align with the customer. To cultivate this customer-centric mindset, you need to understand a customer’s needs, expectations, as well as to predict future requirements (Porter et al, 2015). This involves focusing on the customer, to think and feel like them, to see the world from their point of view, and to develop complete solutions for the user’s needs, all the way ensuring that you leverage iterative innovation to evolve toward an ideal solution. Three ways to achieving a customer-centric mindset include: Hiring for customer centricity Facilitating direct customer interactions Rewarding and incentivising customer-centric measures For customer-centricity to be effectively operationalised, we must marry culture, strategy, and rewards to the delivery of a superior customer experience. Conclusion As I have demonstrated in this initial article, customer-centricity is becoming a pre-requisite to future success, as consumers increasingly expect personalised offers that align to a broader societal shift in consumption habits. As I have begun to outline, and will continue to across the following two articles, implementation of a customer-centric organisation requires the creation of a culture of customer targeted curiosity, supported by a digital and operational landscape that allows for the capture and ingestion of data to create digital insights. Through the operationalisation of these measures, a business will position itself to secure future revenues and an increased % of the customer wallet. In the next of these articles, I will discuss how the foundations outlined above can be channelled into purposeful value creation, leading to palpable and transformative customer satisfaction.
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Public Sector & Education team today


We are the consultancy with no consultants. There is no substitute for real-world experience. We are a highly collaborative team of senior level executive professionals able to adapt to any business challenge, however niche, however challenging.

+44 (0)1223 750335

info@cambridgemc.com

Contact Form - Public Sector & Education

Case Studies


Our team has had the privilege of partnering with a diverse array of clients, from burgeoning startups to FTSE 100 companies. Each case study reflects our commitment to delivering tailored solutions that drive real business results.

CASE STUDIES

A little bit about Cambridge MC


Cambridge Management Consulting is a specialist consultancy drawing on an extensive global network of talent. We are your growth catalyst.


Our purpose is to help our clients make a better impact on the world.

ABOUT CAMBRIDGE MC

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