Waymaker’s Experience Curve
The methodology to make decisions faster, with more accuracy from the best data.
How to choose the right path to growth
Waymaker’s Experience Curve is a sense making framework.
You’ll discover remarkable growth comes from asking and answering just 7 questions on a regular, consistent basis.
Sadly, in today’s marketplace so many leaders fall under the weight of hyper-fast disruptive change.
Leaders & teams needed a new way of making sense of the situation around them, what improvements are needed and what the most effective course of action will be.
Every organisation is at some point on the Waymaker Experience Curve.
Every business moves up and down the curve based on their level of maturity.
The maturity line is referred to as the XCurve.
Do not assume an organisation cannot go backwards.
External and internal inputs can shift positions up or down.
An organisation is a system. It is actually a system of systems.
What happens around it and within it, effects all systems & parts.
Each stage of the XCurve represents a maturity level.
The six stages of maturity are:
As an organisation matures up the curve, it will do so by maturing six functions in alignment.
The six functions every organisation must mature are:
Solve a problem, set a vision for a better future.
Define market and focus on an ideal customer, building a great reputation.
Establish a valuable position in market and defend with long term strategic competitive advantages
Optimise an innovative business model to create a wonderful value proposition.
Customer experience (sales, marketing and service)
Deliver an engaging customer experience to find, win and grow a valuable customer base.
Build a winning culture through a high-quality employee experience.
PLUS the ability to Act
The seventh item on the diagram above is ‘action’.
What matters more than clarity and alignment is the ability to execute.
There is no point being clear on the six functions, or even aligned. If a team cannot effectively execute.
What are the steps to maturity?
These are activities the organisation masters on its way to leadership.
Activities are divided into ‘skills’ and ‘systems’.
Skills are shown on the top of the curve and relate to human competencies & knowledge.
Systems are shown on the bottom side of the curve and relate to technology, process or capabilities.
Systems of technology & process are the great lever of the current digital economy.
During the industrial era, lots of humans, with some basic technology in a factory was the dominant structure.
In the emerging digital revolution, we are all a part of, the balance has shifted.
Now, a small number of humans with a lot of technological power spread out across many locations is the dominant structure.
As an organisation matures, it must find ways of doing more with less. The pressure of more with less should not be on humans, it must be on systems.
We align the activities above the line (skills) to leading and growing people and the activities bottom of the line (systems) being the effective management of process and systems.
Every experience curve in the diagnostic has a set of activities for skills and a set of activities for systems.
The Experience Curve stages let a leader and their team understand the stage of maturity and the activities to create break through growth.
Each stage is marked with a maturity score
Idea: 0 – 39%
Identity: 40 – 59%
Calibration: 60 – 79%
Maturity: 80 – 100%
Waymaker will show 3 maturity scores (XScores) on each Experience Curve.
An overall XScore for the business or function.
A Skills XScore and a System XScore.
The XScore is a benchmark of maturity, tracked via every quarterly diagnostic.
The 7 Questions help teams think critically, quickly about their organisation to create situation awareness.
They help create situation awareness of what is going on outside the organisation and inside.
The 7 Questions are:
1. What is our vision, is this driven by our purpose and what’s holding us back from reaching it?
2. What is our market, who is our ideal customer, what do they value and what perceptions do we need to build?
3. What is our strategy, where is our growth focussed and how do we improve our positioning?
4. What is our business model, is it creating value, what metrics tell us this, and what practices improve our value proposition?
5. What is our customer’s experience, how do we acquire, retain and grow customers through our personality and what improvements need to be made?
6. What is our employee’s experience, how do we acquire, retain and grow talent through our principles and what improvements need to be made?
7. What are the one, two, or three things that if delivered in the quarter of half will shift the needle on the business?
The 7 Questions will shape the clarity of the 6 functions of the organisation.
If you don’t know the answer, that’s ok.
Identify the gap as a goal to close.
When you ask and answer the 7 questions you naturally build alignment in the team every time you go through the process.