To gain a deeper understanding of new customers, JetBlue dispatches IT staffers and other employees on trips to expansion markets. In the Dominican Republic, for example, many people pay in cash instead of using credit cards, "so IT is now working on a next-generation kiosk to act like an ATM," Sundaram notes.
Internally, JetBlue also has made customer satisfaction a key factor in employees' compensation. One-third of Sundaram's job performance rating is based on how much customers enjoy traveling with JetBlue, he says.
"When you peel the onion back, every goal we have for our IT members is tied to customer experience, too, not to IT systems," Sundaram says. Ultimately, JetBlue "wants to be a lifestyle brand, not just an airline," he explains. "Apple and Nordstrom are great brands, and customer experience is what they really focus on. We're trying to do the same thing."
Changing the Questions
Shifting IT's mindset to look beyond company boundaries and focus on paying customers changes the equation entirely, according to Eric Singleton, CIO at Chico's FAS, a $2.6 billion specialty retailer with 1,547 stores. "You think about things differently," he says. "You ask different questions that you don't ask if you're in a basement writing code for internal customers."
That's why Singleton and other members of his 250-person IT organization regularly visit the company's stores--to get up close and conversational with shoppers. Singleton is especially keen to observe how women interact with a 24-in. touchscreen that's mounted in a cabinet near the back of the store. Known as the "tech table," the touchscreen lets shoppers browse beyond the 60 percent of inventory displayed in physical stores to view and buy hundreds of additional products online.
He describes the table as "a social watering hole" and "an augmented shopping experience that is fueled by the customers' social energy around it in the moment."
Best of all, tech table sales routinely add 15 percent to 20 percent to in-store sales totals every day--a figure that's higher than anyone at Chico's anticipated.
IT also regularly collaborates with marketing and merchandise managers to come up with new ways for customers to interact with the company. Next up from IT, for example, is an augmented-reality catalog that shoppers can browse, using their smartphone to mix, match and buy different pieces of clothing shown in different photos.
Changing the Mission
At PulteGroup, achieving customer-facing IT required "a significant rebuild of the IT organization," says Joe Drouin, CIO at the $5.8 billion homebuilder.
It all started in 2010 when Pulte launched a new companywide mission to become more "consumer-inspired." "The company as a whole made a commitment to getting closer to what our customers and potential customers want from a home," Drouin explains. "You would assume that there is nothing more personal than a person's house, but for a long time we just built homes the way we always did, from standard floor plans."
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