Insights Excellence Transformation Lead

Domain Lead - Data Office

Management Consultant

Pfizer

Business Analytics & Insights - UK Lead

Customer Analytics and Insights

Regional Lead, Analytic Capability Development

Global Solutions Senior Manager, Data & Reporting Solutions

Business Support Associate

sanofi-aventis

Service Delivery Analyst

IS Project Implementation and Rollout Manager

Helpdesk and Desktop Support Manager

Server Analyst, Project Manager & UK IS Security Officer

IS Helpdesk Analyst

Greenwich Healthcare Trust (NHS)

IT Helpdesk Manager

Aelred Kuppan

Jokull AS

Helping companies and organizations effectively put the customer at the center of their decision making in projects ranging from business and marketing strategy to transformations and innovation. Led by the foundational idea of creating a measurable line-of-sight from customer to business value.

Founder & Principal

eld365

Co-founder & Customer Strategy

Helge Tennø

A sole proprietorship providing consulting services related to customer and business strategy.

Sole proprietor, customer and business strategy

Zurff

Zurff is a new global digital brand based on a bookmarkting web service that has been successfull in The Netherlands for over a decade. Zurff helps internet users to add, organize and access their favorite websites and web services in the most easy way their is.

Member Of The Advisory Board

Working with the exceptional Marekting Strategy team to design a highly customer-centric marketing strategy framework for all our 5000 marketers. Leading the team developing our enterprise wide Customer Experience strategy across all the areas and layers of the organization.

Strategy Lead for Customer Experience, Global Human Health, Digital, Data & Analytics

Responsible for leading, designing and implementing comprehensive capabilities related to customer strategy in co-creation with advanced analytics, data and agile across various global capability initiatives. And to mature the customer experience and strategy understanding, and capability application in different global organisations and projects

Director Customer Experience & Delivery, Global Digital, Data & Analytics

As a visionary leader dedicated to delivering unparalleled value to the organization in the realm of customer experience and strategy, I spearheaded the design and implementation of comprehensive customer experience and strategy capabilities across various global groups and projects. Leveraging my expertise in customer-centric strategies, operations and practice, I am committed to unlocking the full potential of organizations through innovative approaches that place the customer at the center of all operations with a relentless focus on achieving measurable results.

Director Customer Experience and Delivery, Global Digital Marketing & Commercial Excellence

Led the design and implementation of the customer experience capability in co-creation with Data & Analytics and Agile across European markets. As part of the Global Digital Accelerator, I worked closely with markets to co-create and scale these capabilities across the region, enabling organizations to achieve outstanding results.

Director Customer Experience & Delivery, Global Digital Accelerator

Keen Bull

"Our mission is to help organizations in building and evolving their own design-focused disciplined methodology to transform business innovation into a systematic approach to produce desirable outcomes, embedded in everyday company’s activities."

Partner & Business Designer

Marine Fish Trade

Marine Fish Trade is digitizing key parts of the industry supply chain. Enabling a more efficient and highly qualified networking and trading environment. 

By digitizing core parts of the supply chain we will be able to offer brand new services to the interactions between buyer and seller. From within the areas of safeguarding against fraud to increased transparency and a network environment.

CEO / Customer Strategy

Int.

Int. is a company with experienced business developers and award-winning designers that solve complex business challenges with efficient digital solutions. Int. is based in Norway with offices in Oslo and Stavanger, and work for large and small clients globally.

Associate Partner

Dinamo

Managing Director of unit for Business & Service Design at Dinamo AS. Partnering with clients to create new business opportunities through deep understanding of business, customers, data, technology and subject.

Business Unit Director, Business & Service Design

Partnering with clients to create new business opportunities. Based on a deep understanding of business, customer, data, technology and subject.

Business Designer

Digital Director

Scandinavian Design Group

Planner

As a seasoned professional with a track record of driving business success through customer-centric strategies and innovative approaches. I am dedicated to building teams and delivering unparalleled value to the business. 

With a strong focus on the integration between customer strategy, business design and innovation management I’ve developed and scaled capabilities within marketing, experimentation, ways-of-working, data & analytics, systems thinking, and measurements. I have a proven ability to optimize business outcomes leveraging the customer adding value to all areas of decision making.

Drawing on my extensive experience in working with global, regional, and local teams, I have a unique ability to co-create bespoke solutions that meet the needs of diverse stakeholders while driving meaningful customer engagement. By understanding our shared goals and purpose, I have successfully designed capabilities, methods, and mindsets that empower strategic and operational teams to make informed decisions that place the customer first.

As a visionary, progressive and proactive leader, I am constantly reimagining and innovating new ways to drive valuable outcomes for the customer, resulting in tangible business benefits. 

Through my strategic and operational practice, ways-of-working, measurement, and incentive structures, I have successfully aligned organizational objectives with customer needs, enabling organizations to achieve outstanding levels of success.

As a community builder and inspiring leader, I build, connect and scale communities of practice and networks, motivating and inspiring people to achieve extraordinary results.

As a progressive systems thinker, I seek to understand the underlying forces of influence, identifying underlying barriers that can hinder customer success. 

As a true customer fanatic, I am committed to driving business success through the delivery of exceptional customer value, enabling organizations to achieve outstanding levels of success.

The 'customer' used to be a unifying force, now it's driving organizations apart. Back in 2010 the customer was a means of orchestration; keeping organizations focused, aligned and working effectively in the same direction. 

But, since 2010 we as industries and organizations have operationalized the customer. We've removed them from the top and transferred them further and further out into our organizations. 

As every unit, department and team starts developing their own language and data to understand 'their' customer they also start separating themselves from everyone else. Today departments and teams across the enterprise could effectively be talking about the same customer / person / human, but not know because they all have their own terminology, data and insights. 

What happens?
🍿 Customer Experience (CX) which used to lead the unifying approach is commoditized and struggles to prove its value.

🎃 Organizations find it harder to co-ordinate and collaborate as departments, missing a unifying force go back to competing against each other.

🍹 We make data investment that are highly inefficient and ineffective as they fragment the customer into every team further pushing everyone to invest time and resources in non-coordinated efforts. 

At my former employ we worked to turn the tide. We could see that the 'customer experience' was being reduced to an NPS at the end of an email and needed to prove to the organization that the customer was everywhere, that it was a key driving force for every employee and that CX needed to be understood and wielded as the unifying force it used to be. Our research proved that we were correct, we built the strategy and capability roadmap to change the tide. 

If you're a CX'er and feel that you're not getting the airtime or have the influence you need in order to make changes that matter. Then ask: Has CX  become too operationalized? And maybe you need to find a way to prove to the organization the importance of the customer and what it takes to deliver. 

Recommended further reading:
(1). IBM C.Suite Study 2013, https://lnkd.in/dptjFQ2G

(2). Read about how the insurance company Gjensidige built CX as an aligning force in this HBR booklet, https://lnkd.in/dk6EcPzV

(3). Today an interesting topic to pursue is Customer Centricity, as it might represent more of what CX used to be compared to much of the more operationalized content on CX that is out there today: https://lnkd.in/dUd7xU-B

(4). Also Business Design is a topic which emerged around 2010 which has continued much of the valuable work of CX: https://lnkd.in/d9ab56aP

ex. global head of cx strategy, co-Founder eld365, Marine Fish Trade, firn & Playful 🍉

Most data projects fail because they are too focused on the data (1).

🧀  Are we making dashboards because we have data?

🥦  Is our data turning people into something the don't want to become?

🍿 Is our data helping people in a useful and seamless way?

If we want better data products don't start with good ideas, start with the people. Ask: what are people trying to achieve and how can we help? Understand their need for progress and workflow to get there. Then design the data to work for them.



Continue reading:
Why our data projects won't lead to better decisions: https://lnkd.in/d2mYFr-z

(1). Do most data projects fail? Yes, according to these statistics: https://lnkd.in/dSiMqvjs

We tend to favor what we can control, and avoid what we can’t. We prefer to manage what can be managed, ignoring other influences.

But ‘what we can't control’ is most things in every environment we engage with. 

Every brand exists as part of a whole larger than itself, and to understand these environments we build cake diagrams, frameworks, bar charts etc., we sort information into excel spreadsheets and use simple mathematics to back up our decisions and win arguments.

But we don’t put it all together. We make it simpler by breaking it apart .. 

Because somewhere in the midst of our emerging need to ‘manage’ everything we smashed the jigsaw puzzle creating the impression that if we could break everything into tiny pieces we could also control it. 

Which only means we miss the bigger picture and we miss understanding what has influence and what doesn’t.

We see individual pixels and not the full image.

We see the smaller parts and how they each work separately and independently (like marketing, finance, sales, IT, distribution). But not the whole.

Which means we decide what’s important without knowing if it really is.

---

🍰 When we break things apart we make models that in reality don’t exist, we make maps of worlds we imagine, but are not real. 

🍯 Asking questions like: “what are we a part of?” means understanding what does the whole look like, not the individual elements.

🌻 When we see the whole we can see relationships, influences and leverages in a new light.

🐱 We can see that individual parts are less important than the relationships and influences between them.

We can see new opportunities, which our competitors are not even aware of.

--

Having access to the what the brand is a part of changes our perspective, it helps create more clarity on why things are working or not and where to improve.

As our internal and external environments get increasingly compounded and interconnected seeing the relationships between the parts become essential to making decisions that have impact.

[Illustration: Knowing what the whole looks like the team can decide which relationships to focus on and which forces to influence. Illustration by the author.]

# For sources see the comments.

Why won’t our data lead to decisions?
Data serves decisions not the other way around. Once we remember that things start to change.

We were drowning in dashboards made because we had data. But nobody was using them. Why? Studying this problem through investigations, research and multiple projects this is what we learned including how to fix things:

🌸 If we make dashboards because we have data, then it won’t lead to any valuable decisions.

🍿 We become what we measure. But what if our data  turns people into something they don’t want to become?

🥎 People go to work every day to the things that lead to progress. If our data solves for something else it’s not useful.

Visit my publication Everything New Is Dangerous to read the full story: https://lnkd.in/d2mYFr-z

A new research report suggests that computers when trained are better than human experts at identifying customer needs.

I will premise though that these are 'needs' defined as: what people 'need' in order to do a job, and not;  what 'needs' motivate people to do the job (big difference). 

e.g. if my job is to clean my room then what do I need to do that properly? Compared to what motivates me to do the cleaning in the first place, which is maybe the desired outcome of a spotless room, having guests over etc.

The research looks into the former and finds that a trained model outperforms human specialists:

"Notably, the model identified 100% of both primary customer needs (eight in all) and secondary customer needs (30 all together), compared with 87.5% and 80% for the professional analysts, respectively, who missed the primary need for a product that makes wood maintenance easier."

Computers are good at answering 'what'-questions. Are exceptional at sifting through large swaths of available materials (e.g. interviews and online content), it's well articulated and consistent. These are all benefits that make the computer a very helpful assistant to experts and non-experts working to discover what people need in order to do jobs. 

https://lnkd.in/dWg5UVBC

Seven years ago we launched a company offering Day 1 profitable sustainability solutions for commercial real estate. Now we operate daily energy monitoring and optimization + new project engineering for some of the largest retail chains in Norway serving hundreds of commercial buildings and stores. 

This demonstrates what happens when you combine exceptional cross-functional (key) expertise and technology innovation with a customer friendly business model on a need businesses recognize and are motivated to solve. 

In this video my brother and co-founder Bjørn Tennø is filming our colleague Bård Østgaard as they are 'behind the scenes' inspecting the technical equipment that keeps your buildings comfortable, energy efficient and  effective at what they need to do.

Vi ser ofte at tekniske løysinger på bygg ⚙️ofte er valgt utifra kva leverandører vil selge 💶 og ikkje alltid kva som er best for bygget og bruken.  

For å få være sikker på at behovet til bruker 👩‍💻👨🏻‍💼, energieffektivitet, fremtidige driftskostnader og tekniskløysing er det beste for huseigar så er det lurt å støtte seg til tverrfagleg kompetanse som hjelper til å finne den beste løsning for deg fra en uavhengig samarbeidspartner.

Vi har sett dette behovet og hjelper fleire kunder med dei beste løysingane tilpassa deira behov 👸🏼

#energisparing #ventilasjon #varmestyring

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The Battle

Aelred Kuppan

Helge Tennø

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The Battle

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Helge Tennø

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Helge Tennø's LinkedIn Performance

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