Kevin McCarty's first Best of the West Newsletter as CEO of West Monroe Partners
In Kevin McCarty’s first edition of the Best of the West Newsletter, we highlight several topics: improving customer interactions, developing organizational change management, using customer journey maps and improving internal customer experience. 

Dear Clients and Friends,  

While I have collaborated with Dean Fischer on issues of Best of the West in the past, this is my first formal opportunity to introduce our quarterly newsletter. I want to thank Dean for leading these regular communications over the years. We value strong connections with our clients and colleagues, and I look forward to continuing the dialogue.

We’re still early in the year, and most businesses are focused on ensuring a strong start out of the gate. Concentrating externally on customers rather than internally on operations is a great way to build momentum for the year.

In consumer products, retail, financial services, utilities, or any other sector, there is no question that people expect to interact with organizations differently than they have in the past. Among other things, they expect real-time information and transparency about their relationship with an organization. I know I do! For example, anytime and anywhere, I can find out where my package is and adjust delivery if my travel plans change suddenly, check the location of my Uber ride, and assess the likelihood of securing an upgrade on my flight (in case I should buy a sandwich before I board).

We work with many organizations to elevate customer experience—but we also strive to “walk the walk” by finding ways to enhance our clients’ experience by giving them access to information about project details, budgets, risks, and value delivered through our work with them on major initiatives.

Overall, the business world has taken good steps to raise the bar in the area of customer experience, but there’s much more to do. For this newsletter, our teams have contributed articles on timely topics, including some practical ideas around customer experience:

  • Blueprinting the complex mix of people, processes, and technology “under the hood” to improve customer interactions
  • Developing organizational change management capabilities that support not only big projects, such as a new system selection and implementation, but also a continually evolving business environment
  • Using a customer journey map to accelerate development of more mature—and more effective—advanced analytics capabilities
  • Extending the concept of customer experience to constituents within our own organizations—with a few examples from our Performance Services practice

I hope these articles offer some useful insights and actions that you can apply to your business.

Back to the topic of customer expectations and transparency: please feel welcome to contact me at any time at, whether to let me know how we’re doing or to raise any topic of interest. I look forward to getting to know each other better over the coming months.


Kevin McCarty

These provide insight about how people may feel about these interactions. But you’ll also need to understand the internal operational complexity to actually do anything about it. That means examining the people, processes, and technologies that underpin those interactions.

While many have their fingers on the pulse of these changes, they underestimate the time and effort it takes to make sure their employees change alongside (and in support of) the organization.  How well is your organization keeping pace?

And when IT leaders are looking backward instead of forward, they aren’t spending the time and budget on things that allow them to be recognized as a strategy-enabling business partner. It’s a cycle that’s hard to break.