Thought leadership, change stories & expert perspectives.
We've been helping the world's most iconic brands and high-potential startups change since 2017. These stories will help describe our work.
Please note that due to the sensitivity of our work, we're usually restricted in what we can talk about.
The 5-altitudes model
It is a regrettable fact that most large organisations experience turf wars between different teams. This is especially true for new, or rapidly growing, departments.
There are many reasons for this issue: structural, cultural, behavioural. But based on our experience of working with some of the world’s biggest brands, one of the most common reasons is how brands connect strategy and operations.
Principles as a decision-making tool
Good strategy is about making the right decisions at the right time. Sometimes that means being really explicit up front and narrowing the option space to drive towards a very specific future. Other times, it’s about leaving large parts of the option space open and enabling agility in the pursuit of a clear goal.
At Veriteer, we have a tendency towards the latter approach. Only set the critical elements of strategy in stone and leave as much wriggle room as possible for enroute innovation. As a result, principles feature heavily in our strategies.
Principles for a good product taxonomy
There are many ways to define the concept known as ‘product’. One of the simplest (and therefore one of our favourites), is that a product is an offering that delivers user value, or facilitates the delivery of value. This definition clearly establishes product as far more than just technology and positions a product as something that can act to deliver an outcome.
However, like most definitions of product, it’s a little bit fuzzy.
An important part of any digital transformation is the change from traditional IT and business departments into multi-disciplinary product teams. This change unlocks improved speed-to-market and better customer and commercial outcomes.
However…this is not an easy change for big organisations to make.
How companies win customer hearts
We’ve discovered who a customer actually is and how organisations can become more customer-centric. But have you ever wondered how individuals transform into customers? Join us for a journey into the realm of psychology to uncover the process.
The evolution of Veriteer: from CX consultancy to change agency
In case you missed it, Veriteer is now a change agency. As a title, it’s simple, straightforward, and sums up what we do. Change is our new currency, and it is about much more than just changing the customer experience. We help our partner brands to go beyond ‘dealing with change as it happens’, to instead drive intentional changes in their business to deliver future success.
So far so simple, but this change in our identity didn’t just happen overnight. To help everyone understand our evolution from CX consultancy to change agency, we wanted to share the genesis of the change and how have we changed our practices in order to evolve.
In this connected age, and the ones still to come, there is no single successful business model, no single successful process and no single successful product. Incumbents across all industries are seeing their competitiveness challenged on all fronts by an ever-widening pool of startups, corporations, joint ventures, ecosystems and individuals.
The chosen solution for many of these organisations is to transform their business through acquiring new digital products and services via capital intensive programmes. Whether this involves acquiring a disruptive startup, launching an e-commerce offering or investing in a new technology platform, organisations can often be sold the illusion that a single large transformation will make them competitive again.
How to live & breathe customer-centricity
'Customer-centricity' is a frequently heard term. But do we truly understand what it means? And, more fundamentally, do we genuinely understand the concept of a 'customer' and their identity?"
Let’s figure it out together.
Design as intentional change
What is design: a process, a philosophy, a discipline? At Veriteer “design” is the most important part of how we do what we do, so with all the noise and confusion that has sprung up around it in recent years, it’s really important for us to be clear on what we mean when we say it.
Furthermore, in Veriteer it is also really important how we use the term. There are many people in the world today who have an emotional connection to their own definition of design, and for whom being a designer is their most important identity. And given that many of these people work in Veriteer, it is a sensitive topic.
This article captures the essence of what we mean by “design”, and describes the breath of its application across Veriteer.
One of the fundamental tenets of how Veriteer drives business change is keeping a laser focus on target outcomes. This is surprisingly challenging in big, complex, change programmes, with teams often feeling more comfortable focusing on activities, outputs, or timelines.
However, that’s not exactly what this article is about. A more interesting, and often ignored, topic is how to define good target outcomes in the first place.
There is a lot of content out there that defines and compares different objectives frameworks (e.g. OKRs, balanced scorecards, OMTM), but there is less discussion about the magic required to make sure that these frameworks are populated with good outcomes.
Change, by design
The world is changing faster than ever before, and the pace of change will never be this slow again.
In this environment, it is easy for companies to feel out of control, in a position where change happens to them, rather than being determined by them.
At Veriteer, we have encountered this super tricky challenge in many of the large and small brands that we work with. As a result, we have had to learn how to help our partner brands deal with it. And in addition to (hopefully) making us more useful to our customers, these learnings have helped shape our own next evolution.