| | AUGUST 20209CIOReviewThis leaves the landscape in a state of `Twister' (you know, the floor game invented in the 1960's that "ties you up in knots") to which customer identity is an important contributor.Organizational impact far exceeds the cost of the core customer identity capabilities ...The cost associated with this customer identity induced entanglement far exceeds the seven key capabilities we talked about earlier.Consider the costs associated with the workaround processes for example. For onboarding, requiring customers to call your call center, wait for letters or visit a branch just because implementing a more customer friendly solution is resource and time consuming.Think about those amber and red compliance items that require monthly reporting (sometimes to the regulator) that you are unable to close. Or even those avoidable fraud damages ­ not only the direct losses, but also the recovery of funds, accounts, and for example, reputational damage. Consider the customer identity policies that are hard-coded across multiple systems, requiring coordinated change of multiple teams and backlogs, forcing all those involved to study low-level technical details, and extrapolating the risk of delays: if one is late, all are.... it hurts customer experienceBut what's potentially even more important is the adverse impact on customer experience. Because of the complexity of customer identity projects, product introductions are delayed, customer-facing processes are more error prone than they should be and commercial opportunities missed. Ultimately, both the bottom and top line suffer. In today's hypercompetitive landscape, this is hardly a sustainable situation.Gaining a shared understanding of customer identity through gamificationUntangling this customer identity Twister starts with understanding of the interrelations of the associated processes and systems with the wider organization and its infrastructure.This understanding should be built and shared across traditionally siloed disciplines such as products, channels, IT, security, marketing, and compliance, at all levels of the organization. To facilitate and accelerate this process, we apply gamification. Participants of `The Customer Identity Game', a serious game on customer identity, are charged with building a customer identity landscape for their organization. Embedded in organization specific use cases, up to five teams compete to simultaneously maximize user experience, minimize cost and optimize security. The team striking the best balance between these three objectives wins. Does it work? Well, we have never seen so many people happy to untie the knot and build identity processes their customers love! There should be an understanding built across traditionally siloed disciplines such as products, channels, IT, security, marketing, and compliance, at all levels of the organization.
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