Delivering for all our customers
The fundamental fabric of Sysdoc is delivering value and providing an excellent service to all our customers. We have 30 years of history, where we have consistently demonstrated a relentless commitment to achieving the highest possible outcomes for our clients. Sysdoc is proud that our customers are at the heart of everything we do, which is highlighted by our ongoing commitment to the MCA Consulting Excellence Scheme.
Recently, our ‘fabric’ has evolved by extending the definition of ‘our customer’ to include our internal colleagues. Sysdoc is striving to be a great place to work and is ensuring the commitment made to all our external customers through the MCA Consulting Excellence Scheme is being upheld and exceeded internally within the organisation. The idea of treating everyone as your customer is not new and is certainly not unique to Sysdoc. However, as the organisation continues to grow, it became increasingly important that a renewed focus is made by the business to drive customer first behaviours that put each and every colleague front of mind.
A great benefit of working for Sysdoc is that we won’t just talk about a good idea but act on it. Everyone in the organisation has an objective this year which is to:
“Ensure a Customer First Approach (both external and internal), focusing on their needs and providing the highest quality output; always acting as an ambassador for the Sysdoc values”
All employees are empowered to find ways and demonstrate how they are delivering on our customer first approach. This is supported by the mature behaviours within the business that allows for instant and 360-degree feedback and recognition of the actions of our peers.
Moreover, within the last six months the business has taken obvious steps and delivered initiatives that support the customer first commitment. Recently Sysdoc has:
- Completed office refurbishments that have improved the working environment
- Provided options to reduce the burden of expenses for travelling consultants
- Offered alternative and improved healthcare options
- Streamlined the career development and promotion pathways
- Provided a framework and tools for employees to drive their own training and development
As a consultancy our business is dependent on the great work we do for all our clients however this is not possible without creating and driving the right culture internally. We believe we are giving ourselves the best chance to succeed by driving a customer first mindset in everything we do and look forward to sharing more customer focused stories in the future.
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Thinking transformative, and embracing digital
Our latest thought leadership ‘Thinking transformative, and embracing digital’ takes a human-centred approach to transformation. We believe in creating alignment of process, technology and people to enable a 'customer first' outcome.
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How we enabled global collaboration and team work to rebrand from the inside-out, taking a human-centred approach to branding by putting our people and our clients first through the entire process. What does ‘brand’ mean to you? For some it has become shorthand for a variety of static visual assets, like the logo, or look and feel. But to us, brand is more than what a company ‘looks like’. An organisation’s brand lives in the minds of the people who engage with it. It’s how people talk about an organisation, and how they interact with it – a good brand increases both trust and loyalty.
How to improve your organisation's culture: The impact of unconscious biases in organisational culture
Did you know you are the culture creator? It comes as no shock that many of us struggle to improve ‘Organisational Culture’ when, as an industry, we still cannot even come to an agreement on its definition. It is suggested that when viewed holistically, organisational culture: is the rolling sum of what we do (or do not do) and whether those behaviours are rewarded and reinforced (monetary, recognition, advancement) or punished contains shared understandings and stories can be reflective of attitudes in the wider local, regional or national culture in which the organisation sits can vary within the company (based on its structure) is viewed by some as static, others as dynamic and continuous (Watkins, M., 2013)