Post on 23-Jan-2018
Steven Keith
CXPS 2017
I’m Steven Keith. I work at CX Pilots.
@stevenkeith 2
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/introduction
Hello.
@stevenkeith 3
/clients
This is where I learned to apply my Client Experience ideas and skills.
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You know there are a 1000 things you can do with CX.
Knowing what to do first is what makes all the difference.
www.cxpilots.com
/introduction
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What is client satisfaction worth?
If you knew you could measurably improve every client’s experience with your firm, would you do it?
/introduction
experience
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If you knew you could measurably increase every client’s satisfaction with your firm, would you
/introduction
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Depends on what we have to do and how much it will cost?
/introduction
Depends on how long we want to remain competitive?
or
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Depends on what we have to do and how much it will cost?
/introduction
Depends on how long we want to compete?
The average RETURN ON CX is 234% Average program duration: 400 days.
Firms with mature CX programs are on average 44% more profitable.
The average successful CX program is built from 60 mini-pilots each which average $9,000.
$540K to yield $1.26 million.
Firms launching CX programs: 2013: 12% 2017: 66% 2014: 20% 2018: 75% 2015: 38% 2019: 80% 2016: 54% 2020: 91%
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Depends on what we have to do and how much it will cost?
/introduction
Depends on how long we want to compete?
SHIFT
HAPPENS
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The finest CX leaders know that it all comes down to complex DECISIONS about change.
almost right
probably wrong ?
10 hours a day splitting the difference between ‘almost right’ and ‘probably wrong.’
/introduction
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The CX leaders we talk to aren’t interested in taking over the universe,
they’re just looking for the calm in the storm.
/introduction
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Here’s what we understand about Client Experience leaders
• strategy, we already have one • balancing act, no net • objectives, very ambitious • resources, very limited • to-do lists, the longest in the company • priorities, they all are • best practices, we’re using Forrester's • funding, yea right! • trust, we’ll see • technology, wait… what?
So… what the hell is going on?
/introduction
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WTF! Why is it so difficult?
Because we let it be that way.
/introduction
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We’re intimidated by what we don’t know or understand.
What is our fist step? Is it the right step? What if it doesn’t work? What if we spend money and it doesn’t pay off? Which people do we need to make it effective? What technology is necessary? What if I have to ask our clients more questions? What if we take too long to prove that it’s working? How will this affect my reputation?
/introduction
What if we have to change some of our core processes? What if it indicates we have to hire more people? What if after getting into this its cost spirals out of control? From where in the firm should it be operated? What if it causes strife between departments?
CLIENT: I wonder if I’m working with the right firm?
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STOP WORRYING ABOUT YOU.
/introduction
START THINKING ABOUT THEM.
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Let’s talk about some differences.
Customer Experience
/introduction
Client ExperienceCustomer Experience is the sum total of all feelings and interactions a customer has with a brand over time. It’s a volume concern. Lower incremental stakes.
Sure, it’s about relationships, but it’s a lot more about removing friction from discrete interactions.
Client Experience has a similar sum but it is far more concerned with longevity and depth of relationships.
While discrete interactions are important, it’s more about qualitative relationships where highly-skilled services are the “product” delivered, personally.
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Beyond definitions…/introduction
Client Experience
• longevity and depth of relationships
• qualitative exchange • highly-skilled services are the
‘product’ • personalize the delivery
Experience Ecosystem
• deepen client knowledge • map client lifecycle • increase value per interaction • measure client lifetime value
BONUS: Develop eminence through content, make it all more predictable, tie it all to revenue
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PRIYAL’S STORY
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Meet Priyal. She works at a large engineering firm.
Last month she became the third person to inherit a struggling CX program.
(This is not her real name or picture, but it is her real story.)
/story
Her mandate? 25% increase in net revenue from CX in 24 months. $125 million from CX in 2 years.
Her palette? $500 million company, 310 customers, 520 employees, three bosses, 14 global locations, a son with autism and a husband in MBA school.
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At first, Priyal was freaked out.
Then she began to see an opportunity of a lifetime.
/story
Instead of choosing to continue along her predecessor’s path, we advised her to hit ‘RESET.’
Her first step? A comprehensive assessment of where her company’s CX program has been.
An effective ‘RESET,’ helps us understand where previous attempts had fallen short—to prevent repeating them.
Priyal’s next big step? Get her CEO involved—fast.
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RESETIf your company understands the advantages of competing on the basis of CX, but your CX program is not where you’d like it to be, your smartest first step may be hitting ‘RESET’ and conducting a Client Experience maturity assessment.
/story
What Priyal’s assessment uncovered: • No previous Client Experience maturity assessment
• Last two efforts were platform-centric and driven by IT. (Two Adobe Experience Manager integrations totaling $5 million)
• Executive support for the program trailed off abruptly
• The CX program has been inadequately-funded
• No formalized client research
• No measurement/metrics methods or capabilities
• Marketing segmented ‘users’ on project basis only
• Content was solely focused on projects
• Internal communications was a Sharepoint disaster
• Impenetrable silos between Marketing, Sales, IT, Operations, Project Management, R&D, Corporate, and Client Support
• Previous Herculean attempts tried to do everything at once and were road-mapped with unrealistic completion dates
• A staggering amount of personal agendas and CYA 12
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Four focused PRIORITIES emerged from the CX Maturity Assessment:
A more comprehensive understanding of the company’s true CX baseline
The formation of the CX Center of Excellence under her leadership
‘Pollinate’ CX through strategic internal communications and custom immersive workshops including executives, leadership and employees
Execute the first several ‘quick win’ pilot projects that get CX off the ground
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/story
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What’s wrong with all the CX Maturity assessments out there today?
Most CX assessments are like art museum gift shops.
Each CX Platform offers their own simplified assessment, and when you’re finished, it leads you out into their ‘gift shop' where you can buy anything as long as it’s their platform.
When the exit to a CX Maturity assessment is the entrance to a business case for another CX platform, it doesn’t help CX leaders trying to diagnose their current state.
THE WRONG CX ASSESSMENT CAN COST YOUR FIRM $MILLIONS
1 A more comprehensive CX baselineHow to assess CX Maturity the right way.
- Assess deeper context—not generically through one person
- Create custom CX Maturity assessments—other’s diagnostics won’t tell you what you need to know
- Make your assessments a Trojan Horse—enter as a learning tool, exit as a teaching and collective ambition tool
- Expand assessments horizontally and vertically to broader range of people
- Horizontally: (Marketing, CX, Operations, HR, Finance, IT, Sales)
- Vertically: (executives, leadership, frontline employees)
- Reassess on a bi-annual basis
- Only measure what you intend to improve
/story
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The CX Center of Excellence is the new Command Center for your organization’s CX.
2 Formation of a CX Center of Excellence
What is a CX Center of Excellence?The nucleus of Client Experience effort. Essential to create a CX COE when resetting a company’s Customer Experience program.
Modern CX COE’s have four layers:
MEASURE, BUILD, SUPPORT and IMPROVE.
Because Priyal’s mandate was tied directly to a revenue expectation, we developed a CX COE to accelerate impacts from a mix of cost savings & revenue generation.
Assess/Diagnose/Strategy
Research/Design/Transform/Implement
Ongoing Operational Support
Continuous Improvement/Governance
MEASURE
BUILD
SUPPORT
IMPROVE
Future Readiness
Revenue Optimization
Customer Experience Transformation
Operational Excellence
Empower Smart Teams
Operations Agility
Smart Technology
Predictive Analytics
Cross-sell Up-sell
Loyalty/Advocacy Management
Social Media
Multichannel Optimization
Customer Sat & Call Quality
Closed-loop Complaint Management
Call Reduction Smart Routing Self-Service
Increase Agent Productivity
Global Service Delivery
Data Management
As the leader of the CX COE, you have to start by asking, “How well are we doing and what needs to change?” for each of these areas.
/story
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An internal workshop plan that will stimulate your Client Experience program: 3 ‘Pollination’ of CX through immersive
workshops that includes executives, leadership and employees
Workshops should be more than excuses to escape cubicles.
Workshops are the best way to cultivate collective ambition behind modern CX programs.
They should be designed to advance the awareness and criticality of CX in your firm.
They should increase knowledge, build stronger peer networks through collaborate ideation, design thinking and shared accountability for the work that matters most.
Great CX workshops don’t inculcate, they empower.
CX and Executive Decision Making How to Make Better CX Decisions with Confidence and Agility.
The Power of Better CX Assessments How to Leverage CX Maturity Assessments to Gain Broader Organizational Alignment.
CX Program Value How to Build Economics into a CX Program and Tie it to Revenue.
Client/Employee Journey Mapping How to find and understand relationships between people and needs.
Building Stronger CX Programs How to build smarter CX methods into the organization.
CX Program Measures, Metrics & Analytics How to measure everything that matters in CX.
CX Program Support & Governance How to sustain advancements in CX when it stops feeling like an initiative and starts felling more like business as usual.
/story
A modular approach to CX helps leaders gain manageability and predictability while taking greater control over risk and cost.
4 Modularity of ‘quick win’ pilots that spur momentum and collective ambition
Of the 30 ways to eat an elephant, none of them involve doing it in one bite.
Trying to accomplish too much at once and not showing early significant WINS to the org and leadership is the #1 killer of CX programs.
Effectively Adopting Modularity ‘Rule of Thumb’
Step One - Apply more strategic CX Maturity assessments to find priority gaps. Step Two - Map out range of “pilots” that can provide the most effective and least invasive “fix” in the shortest possible time frame.
Step Three - Adopt agile. Complete selected priority pilots in 30-45 day sprints. Step Four - Communicate accomplishments with a steady drumbeat.
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/story
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CUSTOMER-CENTRIC Leading with an out-side-in mindset while acting as a fierce advocate for the client in the face of organizational resistance to change.
This empathic attribute is critical to direct the organizational shifts to better understand and serve the needs of their clients.
CONTENT-DRIVEN Strategic content is under-used.
It’s necessary to tell the firm’s story about its value, its clients, the efforts of employees, the changes it needs to make and the journeys along the way.
It’s how you build collective ambition.
DATA-MINDED CX requires persistently finding the right information for the right purposes and quickly converting it into meaning toward outcomes.
Successful CX programs use data as a compass. They know how to re-orient.
They use it to increase confidence in decisions.
CHANGE-FLUENT Modern CX requires internal change management applied to team structures, processes, technologies and platforms and to people’s ability to manage and work.
Understanding impact and how to elongate key relationships in every change is mission-critical.
BITE-SIZED & AGILE Smaller, modular quick wins create momentum and confidence in change. Demonstrating a string of early successes does wonders—not to mention they require fewer resources and are significantly easier to accomplish.
The key is to think in terms of “delicate interventions” with an abundance of prioritization and foresight.
EMPLOYEE-ENGAGED Employees thrive when they feel an increased sense of purpose, trust, authority and autonomy to meet expectations around accountability.
When organizations empower their employees, they are significantly more likely to put more into their work and get more out of it as a result. Win-win.
/story - modularity
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CASE STUDY OUTCOMES
/tools
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Leadership values CX tied to revenue
Employees understood new priorities 34% increase in Employee satisfaction
Engagement in CX increased by 30%
Finance department partnered to install Client Lifetime Value/CLV rose 14.5%
CX Center of Excellence governed change
Stream-lined client research, client service / support, marketing and sales
Client Satisfaction (CSAT) improved by 23% and Net Promoter Score (NPS) increased by 20%
Secured 250% increase in budget for CX
/outcomes
Priyal is well on her way to meet her aggressive goal of 25% net revenue increase from CX.
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TOOLS & APPROACH
/tools
CX “Flight Check”
Strategic Alignment
Awareness of Client
Design Practices
Governance & Support
Client Channels & Touch Points
Performance Measurement
Client Communications
Client Culture
Platforms and Frameworks
Know Your Organization’s Client Experience Interaction Aptitude
Know Your Organization’s Client Experience Delivery Aptitude
Know Your Organization’s Client Experience Management Aptitude
/tools
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Actionable intelligence to set the right direction and priorities
CX Flight Check
Priority 1Initiatives
Priority 2Initiatives
Priority 3Initiatives
Priority 4Initiatives
Priority 5Initiatives
Priority 6Initiatives
Priority 7Initiatives
CX Flight Compass: The Road Map to CX Optimization
Know Your Organization’s Client Experience Interaction Aptitude
Know Your Organization’s Client Experience Delivery Aptitude
Know Your Organization’s Client Experience Management Aptitude
/tools
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Pragmatic & simplified
Quicker wins
Modular and manageable
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Easily measurable
Engage employees
Create and sustain momentum
Pilot projects are deliberately smaller and quick-win-oriented. They are modular and iterative interventions that accelerate success for building long-term client experience gains
A brief note on “pilot” projects:
/tools
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Low Resistance Low Cost
High Resistance High Cost
High Client Value
Low Client Value
Client V
alue Adopt a systematic
approach forcing focus on plotting quick wins that help prioritize things that matter most with the least organizational resistance.
Mapping Your Client Experience Pilots
/tools
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Organiz
ational
Value
CX Program Operations, COMPREHENSIVE Functional Roadmap
Measure & Assess
Sales
Building a More CX-Responsive Organization
Client Care
Digital/ e-Business
IT
Voice of Client
Social Listenting
Client Support
Call Center
People & Teams
Process & Workflow
Technology & Platforms
Communications & Support
INTE
RACT
ION
PILO
TSMA
NAGE
MENT
PIL
OTS
DELI
VERY
PIL
OTS
Marketing
CX Center of Excellence
2015 Q3 Q4 2016 Q1 Q2 Q3 Q4 Q1 Q22017
P11
P33
P61
P12
P2
P121
P82
Establish Learning Lab
P2a P2b P2c
Interaction PilotMeasure Pilot
Management PilotDelivery Pilot
P23 P26 P30
P29 P39
P74
P97
P181
P85
P98
P104
P132
P6 P126
P177
P142
P156
P110
P165
P108
P93
P106 P36
P138
P195
P160
P192
P198
P73
P17
P190
P147
P213
P44
P16 P207 P16a P121
P163 P20 P47 P53 P158 P88
P68
P200 P76
P7
P31 P178 P205
P219
P188 P184 P125 P58
P179
P10
P48P74
P226
P35 P13 P105 P43 P103 P197 P157 P89 P107
P39a P39b P39c P39d
P86 P119 P75 P67 P4 P112 P93 P19 P38 P71 P79
P155 P171 P72
P10a
P238 P174 P88a
P80
P217 P102 P88b
P44a
P113 P117
P44d
P186 P210
P16b
P221 P69 P84 P99
P16c
P128
P16d
P160
P150 P172 P145 P90a P63 P90b
P30a
P63a P90c
P30b
P63b P90d
P30c P30d P30e P30f
P232 P60 P201 P60a P183 P60b P169 P60c P60d P60e P60f
P63c P90e P63d P90f
P12a P12b P12c P12d P12e P12f P12g
P135 P8 P88c
P235 P140 P130 P123 P14 P215 P115
P228 P202 P237 P77 P65 P50 P56 P41
P10b P10c
P44b P44c P44e
P16e
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/tools
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10
78
51
185
Measure & Assess
Sales
Building a More CX-Responsive Organization
Client Care
Digital/ e-Business
IT
Voice of Client
Social Listenting
Client Support
Call Center
People & Teams
Process & Workflow
Technology & Platforms
Communications & Support
INTE
RACT
ION
PILO
TSMA
NAGE
MENT
PIL
OTS
DELI
VERY
PIL
OTS
Marketing
CX Center of Excellence
2015 Q3 Q4 2016 Q1 Q2 Q3 Q4 Q1 Q22017
P33
P12
P2
P82
Establish Learning Lab
P2a P2b P2c
Interaction PilotMeasure Pilot
Management PilotDelivery Pilot
P23 P30
P29 P39
P74
P97
P181
P85
P104
P132
P126
P142
P93
P106
P195
P192
P17
P190
P16 P16a
P163 P53 P88
P200
P178
P219
P184 P58
P10
P48P74
P13 P197 P89
P39d
P119 P67 P112 P93 P19 P71
P72
P10a
P88a
P44a
P113
P210
P16b
P221 P69 P84
P16c
P128 P160
P172 P145 P90b
P30a
P90c P63b
P30c P30d P30f
P60 P169 P60c P60d P60f
P12b P12e
P135 P88c
P235 P140 P130 P123 P215 P115
P202 P77 P50 P41
P10b P10c
P44b P44c P44e
P16e
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/toolsCX Program Operations, TYPICAL Functional Roadmap
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Stalk your Finance Dept. Tie your CX to revenue & measure w/ Client Lifetime Value.
Engaging employees is the magic bullet.
CX is just knowing clients better so that you can serve them more intimately.
Centers of Excellence are the only common element in every CX program I’ve seen.
Client data is currency, hoard it!
Funding for a CX program correlates to your CEO’s understanding of its value.
Don’t bite off more than you can chew!
Always wear clean underwear.
/takeaways
If you only walk out of here with one thing, I hope it’s one of these:
CXPS 2017 Steven Keith
Thank you.