In meetings and workshops with decision-makers and stakeholders, DXC wanted to have the opportunity for a broader and deeper insight into the customer’s business, and establish a better starting point for creating “consensus” among all CRM involved. DXC wanted a more structured and complete collection of data, insights into both the management, involved stakeholders and other user groups. At the same time, it was also a goal for DXC to be able to present an innovative approach in the proces, in the delivery, where they easily can measure progress (or setbacks) in the projects.
A key challenge for DXC has for a long time been that the number of stakeholders has been increasing, DXC typically experiences participation from between 6 up to 15 stakeholders. DXC was also aware of the analyzes from Gartner and others, and was fully aware that after 5 stakeholders, the probability of creating consensus falls by more than 50%, especially if these stakeholders represents different departments/regions, which often is the case. This means that the sales time is dragged out and the sales size itself is often significantly reduced. Worst case scenario is if the company has many stakeholders with many different interests, as this too often is the reason for “no decision”, or that the project is being parked for some time.
The primary purpose of the DXC GAP Radar has from the beginning been to provide new insights that make DXC stand stronger both in terms of identifying where does the customer have consensus, but also do identified where does the customer have mis-alignment, and concrete insights that make DXC stand stronger in creating consensus. in the stakeholder group. DXC has succeeded with its GAP Radar, and has created a true sales capability.