The outcome perspective is the most pre-emptive perspective you can work in as a Customer Success Manager. In this perspective you will first capture awareness indicators.
The first three properties of the Outcome are about awareness. If there is no awareness, it cannot be considered by the customer at a renewal event. Is it known or unknown? Then, if it is known, is it discussed in general terms i.e. is it tacit, or is it explicit. Then if it is known and explicit is it discussed between you and your customer openly i.e. it is socialised.
The next four properties are then about impact of your solution. Is it operational i.e. the customer cannot run their business in the most fundamental way. Core finance systems are a good example of this.
If it is not operational does it ultimately impact one of the key value drivers Make Money, Save Money, Reduce Risk, or Drive Strategy**.** If it does impact a value driver can you then articulate how it is connected.
The fourth property indicates if the outcome is quantified or not. If the value drive is “save money” because it reduces marketing costs by an estimated 15% (and the customer would agree) then it is quantified. This is perfect. If the outcome of your solution is known, explicit, connects to a value driver and it is agreed quantitatively then the outcome perspective is as robust as it can be.
Finally, there is an override. Is the outcome the customer is receiving aligned with your product direction? This is rare but it can happen as the product develops, grows, and changes to attract a larger market. The product might move away from some of the features or functionality that a small number of historical customers valued. If the outcome is not aligned is is an overriding red flag. The customer is highly likely to churn at some point and the business should have actively accepted, and agreed that this is an acceptable risk.
Red
Amber 🟠