CX Readiness Assessments - Client and Customer Experience ... · Step 5 Step 7 Step 8 Two half-day...

CX Readiness Assessment for Professional Services

© 2020 CX Pilots, LLC. Unauthorized copying or distributing is a violation of copyright law.

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CX Readiness Assessments For Professional Services Firms

CX PILOTS simplifying the path to experience-led business

“This is %*$%@#% amazing. These guys have created an omnipotence machine. It’s just like an MRI for every human interaction in our firm.”

“I didn’t think we would ever be able to know what everyone felt about the way we did business. Now we do—and we even have recommendations on how to fix and optimize blind spots in every interaction.”

— President, 550-person architecture firm

— Client Success Director, global engineering firm


© 2020 CX Pilots, LLC. Unauthorized copying or distributing is a violation of copyright law. 2

100% of our clients want more certainty about how their leadership and employees feel about their experience with the firm before they embark on a Client Experience Transformation.

We’ve innovated a way to show them.



Use this guide to:Demystify the right way to sense where the firm needs to prioritize its resources to improve employee, client and firm experience outcomes

Understand how to measure leadership and employee sentiments about the firm’s client experience management program

Learn how to identify where the firm’s principal gaps in client experience design, quality and delivery exist today

Understand the implications of measured gaps and what to do about them

Increase certainty about how to prioritize resources to maximize benefits of CX

Understand how to formulate the right level of action-oriented insights from a CX Readiness analysis to maximize impacts of change



Assessments, Simplified

Prospective Clients Past Clients Competitor’s Clients

Staff/Employees

Firm Leadership

Firm Executives

Outside Partners Vendors

Question: How well does our firm anticipate, understand and systematically address the complex and changing expectations of our employees and clients?

negative positiveCurrent Clients

Past Clients Outside Partners

Vendors Staff/Employees Firm Leadership Firm Executives

There is tremendous value in knowing where you stand with those who matter most to the firm.CX Readiness/Maturity Assessments are a set of questions asked to key groups of people strategic to your firm’s growth. Like an MRI in a doctor’s office, the assessments can tell us precisely where the most addressable problems or blind spots are hiding.

Current Clients

What if you could see how every constituent felt about their interactions with your firm, so

you could plan critical improvements?



Step-by-Step Instructions: Setting the Right Foundations Step 1

CX Workshop for Firm Leadership

Step 2

Step 3

Step 4

Step 5

Step 7

Step 8

Two half-day immersive workshops (Outside-In + Inside-Out). Explores the firm’s unique internal and external approach to competing on the basis of employee and client experience. Equips firm leadership with leading practices, recommended strategies and tools to help evolve their firm through CX.

Firm Leadership Interviews

30 minute interviews with firm leadership either in person or by phone. In this interview we accomplish two objectives: 1) gain leadership’s perspective on firm employee engagement; and 2) establish key inputs to conduct broader employee assessment on their perspectives regarding firm’s readiness and ability to increase key levels of client-centricity.

Employee Assessment & Analysis

CX Pilots designs and administers CX Readiness and Maturity Assessment to broad base of employees. This assessment evaluates firm readiness on 15 core dimensions of CX. Using business intelligence tools, we analyze the results and create the firm’s baseline CX Readiness and Maturity along with specific recommendations on addressing found gaps.

Client, Outside Partner Interviews

30 minute interviews with firm partners/vendors/consultants either in person or by phone. In this interview we accomplish two objectives: 1) gain outside partnership’s perspective on firm relationship health; and 2) compile recommendations on how to improve relationship interactions to increase partnership advocacy/loyalty and referrals.

Plot Firm Baseline CX Readiness & Maturity

With outputs from all previous steps, we design firm’s CX Readiness and Maturity graphs along 15 dimensions of CX. In this step we conduct a comprehensive analysis on each dimension and lay out root causes/symptoms and establish recommendations to address blind spots and improve firm progress in ways that are actionable and executable.

Outcome-Oriented Client Journey Maps

Once the CX Readiness and Maturity Assessment is complete we help the firm communicate and circulate the results and prepare for client journey mapping in the context of the firm’s readiness and ability to improve client-centricity. To begin, we establish a current-state client journey for two key client segments to keep focused on priority outcomes. We then map it.

Create Firm’s CX Strategy & Roadmap

Upon completion of the two client journey maps and with a deeper understanding of service delivery blind spots, points of friction and opportunities to innovate, we carefully develop the firm’s best course of action to embrace executable CX strategies in alignment with other Coporate objectives. We then roadmap the path forward and communicate to firm employees.

Step 6

Embed Closed-Loop Client Feedback System

During the foundational steps of implementing “Early Stage” CX, it is critical to embed a closed-loop client feedback system. Using the industry’s leading client feedback technology, Client Feedback Tool (CFT) from Client Savvy, firms should adopt a client interaction listening tool to gather key feedback on how well the firm is delivering its services from the perspectives of their clients.



STEP 1: The leadership workshops begin by asking firm leadership these questions:

• How do we begin to build internal alignment around client experience (CX) to begin making real, impactful change for our business?

• How do we get everyone on every team to start “speaking the same language” around CX, unified on purpose, and pointed in the right direction?

• How do we define our own unique advantage in client experience? What should we do first, how should we do it, and why?

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2

3To create an environment where these questions can be answered, leadership should attend two design-thinking CX Primer Workshops tailored to their firm.

CX for Professional Services 1

Looking OutTo understand what employees and clients do, what drives them, and how their expectations drive interactions with your firm

Designed to help leadership evaluate the firm’s client experience and find consensus on what drives clients and how they expect to interact with your firm.

✓ Shared understanding of what CX is and why it’s important—contextualized for the firm's business in light of competition

✓ Begin creating a shared point of view + vocabulary around CX purpose, methods and tools

✓ Agreement on the most optimal path forward from a shared CX vision—what it means for offices, teams, studios

Designed to jumpstart the process of understanding, planning, owning and measuring CX for your business by culture impact and business outcomes

✓ How to appeal to the hearts and minds of employees on the front lines of important client relationships

✓ Real-world tools and resources that help the firm find meaningful innovation opportunities via CX

✓ How to conduct simple, baseline growth measurements in CX to ensure focus on key interactions

✓ Industry-leading empathy training exercises that boost engagement between firm, client and partners

Looking InTo understand how your processes, business model, and culture impact CX and business outcomes

CX for Professional Services 2

Step 1: How Do You Set the Right Foundations?



How Do You Set the Right Foundations? The most important decision is the decision to begin. We call it “STARTEGY.”The most successful firms simply dig in. They begin by assessing their leadership and employees and then their clients and partners. Once these assessments are complete, the firm is certain where they stand and they fully understand all the priorities they need to address in specific order to enhance the firm’s ability to address employee and client success—to become more competitive.

Leadership Assessment

Employee Assessment

30 minute phone interviews with firm leadership.

28-34 question online survey to firm employees.

STEP 1 STEP 2Assessment

Analysis

Business intelligence-based analysis of results.

STEP 3Client

Interviews

Phone interviews and online survey questionnaire.

STEP 4Partner

Interviews

Phone interviews and online survey questionnaire.

STEP 5Plot Baseline

Maturity

Define maturity of CX dimensions, establish priority gaps to address

STEP 6

BASELINE ASSESSMENT AD HOC BASIC ADVANCED STRATEGIC X FIRM

MEASUREMENT

FEEDBACK

CULTURE

PURPOSE

EMPLOYEE ENGAGEMENT

CLIENT INSIGHTS

COMMUNICATIONS

INCENTIVES

OPERATIONS

CONTINUOUS INNOVATION

VISION

LEADERSHIP

STRATEGY



There are hundreds, if not thousands of assessments out there that intend to help firm decision-makers understand organizational baselines and maturity. Optimally, they are supposed to provide certainty in strategy and approach. Problem is, they are largely generic and don’t do the job.

To accomplish this, we suggest you first set out to gauge leadership’s perspectives on the firm’s current client experience delivery, then use that data to create an employee-wide survey to adequately assess the firm’s current standing, the CX Readiness and Maturity Assessment.

Recommended Tactical Steps to Begin this Process: 1. Conduct two half-day CX Foundations for Leadership

Workshops 1) Inside-out; 2) Outside-In 2. After Workshops, interview firm leadership to identify gaps in

current experience delivery. What does leadership feel? 3. Take leadership-articulated gaps and craft an all-employee

survey to measure the firm’s CX readiness. 4. Design and administer the CX Readiness Assessment Survey 5. Take output from the CX Readiness Assessment and identify the

specific gaps the firm needs to address in specific order to achieve overarching CX objectives.

6. Take outputs from above and map key client journeys.

A common question we get is, “Do we really need to bother everyone in the firm with this? Even the receptionist?” The answer is a resounding YES.

1) EXPECTATIONS: Understand what employees and clients need and expect from the firm in order to become successful and loyal relative to what they experience.

2) CAPABILITIES: Evaluate the firm’s ability to listen, hear, and act across the business units to meet identified employee and client expectations and needs, at scale.

3) PRIORITIZATION: Define the right CX priorities, projects, processes and training to be implemented in order to improve every employee and client experience.

4) LEVERAGE: Determine how to leverage CX to enable the firm to execute on its aligned employee/client/corporate objectives faster and more effectively than the competition.

Each of the four client experience factors listed above have corresponding dimensions across which your firm should evaluate employee perceptions of the firm’s CX readiness. They are as follows:

1. EXPECTATIONS a. Vision b. Purpose c. Strategy d. Client Insights

2. CAPABILITIES a. Leadership b. CX Program Design c. Culture d. Employee Engagement e. Communications (about CX)

3. PRIORITIZATION a. Measurement b. Operations c. Incentives

4. LEVERAGE a. Client Feedback Loop b. Continuous Innovation

Foundational CX Readiness Experience Factors

How Leadership Perspectives Shape Employee CX Assessment: In order for firms to develop and sustain CX competencies strong enough to positively impact aligned corporate objectives, they have to both address identified gaps and established dimensions of client experience delivery.

In consideration of the gaps your firm will identify in the initial leadership interviews, and leading practices in establishing solid CX foundations, we help firms identify development ‘factors’ and corresponding ‘dimensions’ to help the firm achieve it’s overarching objective.

1. Not equipped to enhance client experiences 2. Lack of CX vision, purpose and definition 3. Lack of understanding how CX will change roles, processes 4. Lack of depth and awareness of current clients’ experiences 5. Lack of leadership training, development and collaboration 6. Contract limitations complicate experience delivery 7. Misuse of resources, time and budgets 8. Overworked, over-tasked employees—impacts focus on CX 9. High employee turnover on top of recruitment challenges 10. Complicated organizational structure 11. Low awareness of how to measure client experience 12. Internal initiative overload—not resulting in change 13. Cumbersome processes—administrative and reporting 14. Lack of alignment around client experience improvement 15. Lack of discipline around standard procedures

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Keys to CX Readiness Assessment Success

Most Common Gaps Identified from Leadership Interviews Impacting CX:

The Most Overlooked Step in CX: Defining and Articulating Your Overarching CX Objective:

What is the firm trying to accomplish with client and employee experience? If the first answer is, “enhance it” you need to refine that to be more understandable, actionable and measurable. This is critical.



Restating the Firm’s CX ObjectivesOverarching CX Objectives: What is it you want CX to do? • Identify and execute priority CX pilot projects that will increase

our firm’s Net Promoter Score to at least 90 by 2022. • Increase employee engagement scores by 25% by 2022. • Lower our firm’s cost of client acquisition by 25% by 2022. • Increase our client retention by 25% by 2022. • Improve talent recruitment: 1) lower cost of recruitment by 25%

by 2022; 2) compress hire/onboarding timeframe by 40% by 2022.

• Achieve 80% client referenceability by 2022. • Create self-funding program to pay for CX through direct hard

value returned by 2022.

Focal Point Objective of the CX Readiness/Maturity Assessment: • Interview firm leadership to gain executive perspectives around

potential gaps in experience delivery. • Use leadership-articulated gaps to craft an all-employee survey

to measure the firm’s CX readiness/maturity. • Analyze the output from the all-employee CX Readiness

Assessment and identify, in specific order, the gaps the firm needs to address to achieve their overarching objectives.

Peripheral Objectives: • Help the firm define what “Exceptional Employee and Client

Experience” is and how the firm can harness the power of one unified definition of CX to empower employees, more effectively differentiate itself from the competition, and improve recruiting efforts.*

• Use the unified definition of CX to gradually yet effectively change the way leadership and employees think about, prepare for, and act on client experiences, with the goal of increasing the firm’s NPS to 90.

• Train the firm’s front-line employees on the specific methods which will inject more care and empathy into each client relationship, which will ultimately be reflected in improved recruitment results and an increased NPS.

Take care in clearly defining smart goals you want the firm to achieve through a measured and managed CX program.

Ensure the firm is distinguishing between its “FOCAL POINT OBJECTIVES” and “PERIPHERAL OBJECTIVES” so CX prioritization can help steer resources into the right direction in the right order.

PRO TIP: It is our experience that the firm’s leading and standout champions will want to memorize these objectives, so keep them short and to the point.

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EXAMPLE

EXAMPLE

EXAMPLE



CX Readiness/Maturity Addresses GapsCX Readiness Survey Results Overall, the areas in your firm with the largest and most significant gaps will be identified along the CX (employee and client) dimensions in order of gap size: EXAMPLE

1. Measurement 2. Client Insight 3. Culture 4. Operations 5. Client Feedback Loop

The areas with the smallest gaps will also be identified helping your firm understand where you are currently succeeding:

1. Strategy 2. Leadership 3. Purpose 4. Vision 5. Communications

}

}

Biggest gaps

Smallest gaps

Gap Detection Methodology You should calculate gaps based on respondent answers to dimension-specific questions.

If a respondent’s reaction to a statement reflects disagreement (disagree or strongly disagree) it should be assigned a negative value.

If the respondent answers with ‘I don’t know’ it should also be assigned a negative value, reflecting a lack of awareness of a specific dimension.

If the respondent reacts positively to a statement (agree or strongly agree) it should be assigned a positive value. If they respond with ‘neutral’ the value should remain 0.

Strongly Agree

Agree Neutral I Don’t Know

Disagree Strongly Disagree

}Negative Value Region

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BASELINE ASSESSMENT AD HOC BASIC ADVANCED STRATEGIC X FIRM

MEASUREMENT

FEEDBACK

CULTURE

PURPOSE

EMPLOYEE ENGAGEMENT

CLIENT INSIGHTS

COMMUNICATIONS

INCENTIVES

OPERATIONS

CONTINUOUS INNOVATION

VISION

LEADERSHIP

STRATEGY

EXAMPLE

EXAMPLEEXAMPLE

EXAMPLE QUESTION ASKED OF STAFF: “Our leadership has clearly communicated why our firm is investing in client experience.”



CX Readiness/Maturity Addresses Gaps

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Austin

Berlin

Chicago

Dubai

Hong Kong

London

Miami

New York

San Francisco

0 150 300 450 600

Leadership Purpose Strategy Vision Communications Employee Engage CultureEMPLOYEE ASSESSMENT RESULTS

Within a few weeks, the assessments should help the firm:

• Isolate geographical adoption issues• Zero in on dimensional program issues• Pinpoint where training and communications are

needed most• Reveal where some offices are leading/lagging• Establish priorities and where, when and how to apply

them • Identify potential internal leaders to elevate• Assess sentiments (bottom graph) per dimension

EXAMPLE ANALYSIS FOR EMPLOYEE SURVEY GRAPH BELOW

• Austin is a priority, low scores across the board

• San Francisco (HQ) is setting the right pace

• Hong Kong has a significant Employee Engagement issue to be resolved

• Dubai has a leadership issue

• New York’s Purpose and Vision scores are troubling

• Austin, Berlin and New York don’t understand (or agree with) the strategy

• Austin, Dubai and London have culture problems

MEASUREMENT FEEDBACK CULTURE PURPOSE ENGAGEMENT INSIGHTS COMMUNICATION INCENTIVE OPERATIONS INNOVATION VISION LEADERSHIP STRATEGY

5 - STRONGLY AGREE

4 - AGREE

3 - NEUTRAL

2 - DISAGREE

1 - STRONGLY DISAGREE

0 - I DON’T KNOW

Overall results of 900 employees responding to 13 dimensions of CX within their firm.



Dimensional Questions in CX ReadinessCX Readiness and Maturity Assessment Results The results of the employee survey should reveal employee feelings, beliefs and expectations.

DIMENSION CX Readiness and Assessment Survey QuestionsINNOVATION Firm leadership prioritizes investments in continuously innovating toward better client experiences.

INCENTIVES I am incentivized to improve the experiences clients have with the firm.

MEASUREMENT The firm measures the right things to drive positive client outcomes.

CULTURE Our firm is continually striving to find methods and tools to balance both employee performance and satisfaction.

CLIENT INSIGHT Our firm clearly understand its clients' expectations.

MEASUREMENT Our firm manages the business based on metrics gathered from our clients.

OPERATIONS Our firm is aligned on common client experience objectives.

FEEDBACK LOOP We are currently gathering client feedback.

CLIENT INSIGHT Our firm has identified the profile of an 'ideal client.’

EMP ENGAGEMENT Employees are provided resources and support to meet expected performance levels, delivering a positive client experience.

INNOVATION We encourage our employees to give feedback/insights about opportunities for improving client interactions.

OPERATIONS We are taking specific actions to improve people and processes to deliver improved client experiences.

CULTURE I see our leadership acting on client feedback, demonstrating it is a priority.

CULTURE Leadership is open to receiving feedback regarding ways to improve our delivery of a positive client experience.

COMMUNICATIONS Our clients feel they have clearly established and effective channels to reach us when needed.

INCENTIVES I feel I am recognized for the work I do to ensure our client's needs and expectations are met.

PURPOSE Our leadership has clearly communicated why our firm is investing in client experience.

COMMUNICATIONS Our organization broadly communicates our 'client values' internally and externally.

STRATEGY I understand the importance of my role in our client experience (CX) strategy.

CLIENT INSIGHT We thoroughly understand the experiences our clients currently have with us.

MEASUREMENT I understand why and how we measure client experience, satisfaction and other client success metrics.

FEEDBACK LOOP We have a set of performance metrics that provides feedback on how well we deliver positive client experiences.

EMP ENGAGEMENT Our employees are trained to deliberately deliver a positive client experience to the best of their abilities.

PURPOSE I can articulate why a positive client experience is important to our firm.

INNOVATION Our firm actively addresses key roadblocks keeping us from consistently delivering positive client experiences.

DEFINITION OPEN QUESTION: How would you define our firm’s position on positive client experience?

VISION Our firm has communicated a clear vision for how to deliver on our promise of a positive client experience.

LEADERSHIP Our firm leadership explicitly demonstrates their commitment to delivering on our promise of a positive client experience.

EXAMPLE: We asked a mid-sized firm’s respondents the following 27 questions, in the following order, to identify gaps within each question’s respective dimensions:

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Assessment Results Worth PursuingVALUE IN KNOWING WHERE YOU STANDMost firm who do the CX Readiness/Maturity Assessment find results they feel are atypical. When firms measure across their employee and client experience dimensions, they realize the results may not be what they expected or in alignment with comparable peer firms.

This is precisely why the CX Readiness/Maturity Assessment is a valuable tool. It can dramatically decrease the costs associated with training and cut the time it takes to embed critical tenets of employee and client experience in half, if you know where to focus your precious time and resources—which is the objective of this assessment methodology.

WHAT TO DO ABOUT FALSE POSITIVESYou should be skeptical about everything—especially with a first run of any assessment. While we have learned our assessments come closer to the truth than most of the alternatives, we have also learned that every assessment we’ve been a part of has revealed trace amounts of false positives at some point. It’s inevitable.

While your firm’s assessment may present many predictable gaps in addition to evading others, it is a matter of practice that you keep your eye on all dimensions with an open mind to ensure you are not urging your firm to step over common sense priorities because the assessment indicated that you could. That would not be wise.

HEALTHY VIEWPOINT ON ASSESSMENTSAbsolute truth has never emerged from an assessment, but good assessments always point us in the right direction.

Our counsel is to approach all assessments realistically, to acknowledge that their purpose is to get us on the right track toward our destination.

We designed the CX Pilots Readiness/Maturity Assessment to increase the certainty firm leaders require in order to work on the parts of the organization that can have the greatest impact and return.

If CX maturity assessments were metal detectors, their outcomes would be the beeps indicating something may be hidden under the surface.

The beeps don’t always immediately indicate there is $180,000 diamond ring below the surface—you still have to dig to find out what may be there.

At this point, it’s safe to assume that you are going to hear a series of beeps—we advise you keep a shovel in hand.

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An Example Analysis: MEASUREMENT Dimension

Measurement is the most important dimension. It indicates the firm’s ability to track their progress toward becoming more client-centric. If the firm exhibits strengths across all other dimensions but presents a gap in measurement, it is problematic—or indicates there is less than adequate faith in the firm’s ability to maintain strengths because they would be left unmeasured. Measurement is the firm’s largest gap.

If our firm wants to improve service and experience-based performance, the firm needs to establish a strong foundation of measurement and metrics that people understand. Having well-defined measurement ensures that everyone in the organization has a clear and consistent understanding of what success looks like and can see the path they need to follow to get there through their role.

MEASUREMENT

“Our firm measures the right things to drive positive client outcomes.” 0.37“Our firm manages the business based on metrics gathered from our clients.” 0.12“I understand why and how we measure client experience, satisfaction and other client success metrics.”

1.13FIRM AVERAGE 0.87

FIRM TARGET 2.9DIMENSION GAP 2.03

MEASUREMENT

0 100 200 300 400 500 600 700 800 900

Agree

I Don’t Know

Neutral

Strongly Agree

Disagree

Strongly Disagree

WEIGHTED AGGREGATE DISTRIBUTION

STRONGLY AGREE

STRONGLY DISAGREE

AGREE

NEUTRAL

I DON’T KNOW

DISAGREE

3

-3

2

0

-1

-2

GAP = 2.03

0.87

2.90TARGET

FIRM AVERAGE

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EXAMPLE HOW TO CLOSE THE GAP Develop a measurement strategy in line with CX governance that helps everyone understand the firm is measuring the right metrics toward our CX goals. Publish the measurement strategy along with the role of governance to give everyone clear guidance on the impacts to their role, responsibility, processes and performance expectations.

Evaluate the firm’s Measurement Dimension every 9 months against the baseline above to ensure adequate growth.

EMPLOYEE’S VOTE

Bottom Line: Create a comprehensive CX measurement approach that includes both internal and external measures. Internally, we suggest performance metrics around feedback gathering, insight creation, revenue attributable to client experience improvements, and employee engagement.

While significantly increasing the firm’s NPS is a key objective of client experience, it is a highly subjective metric that will not help the firm know it is reaping all the power and benefits of a managed CX program. None of the responses we gathered from the leadership interviews referenced the NPS, yet nearly all of the responses referenced a need to make sure there were adequate measures in place to ensure the firm was moving in lock-step toward an ultimately better situation with more pleased clients.

67% of respondents claimed that the firm’s current CX measurement is NPS, but there was no other way to know how effective CX is done.

Externally, we suggest measures around client satisfaction and effort at the interaction level, and continue focusing on incremental/transactional satisfaction at specific interaction points.

Your firm’s measurement gap

(2.03) is 45% higher than industry average for similar firms who are trying to improve

client centricity.

EXAMPLE

EXAMPLE



Assessments Reveal Priorities, Save Time and MoneyThe following are tactical recommendations for each dimension, along with a prioritization schema measuring the relative importance of each recommendation.

Recommendation Importance to CX

Importance to Closing Key Gaps PRIORITY

MEASUREMENT CX Measurement/Metrics Strategy 5/5 5/5 1CLEINT INSIGHT Insights to Actions Plan 4/5 5/5 1CULTURE CX Actions and Communications Plan 4/5 5/5 1OPERATIONS CX Program Design/Operations Plan 4/5 5/5 1COMMUNICATIONS CX Actions and Communications Plan 4/5 5/5 1

VISIONDefine and explicitly articulate what an exceptional client experience means to firm leadership. Be clear about expectations.

5/5 5/5 1

PURPOSE Articulate the purpose of CX and publish it consistently 5/5 5/5 1

CLIENT FEEDBACK 1) Launch Client Feedback Tool 2) Focus on embedding feedback into firm 4/5 5/5 1

INCENTIVESDevelop incentive strategy, publish leaderboard for those exhibiting high-level CX achievements

4/5 3/5 2

STRATEGY Create a CX Strategy, distribute it broadly and ask employees for feedback 4/5 3/5 2

LEADERSHIP Collect, respond to and publish CX anecdotes from the field. Make is a monthly segment 3/5 3/5 3

EMPLOYEE ENGAGEMENTGather eNPS data Request feedback from employees on how to improve engagement in their roles

2/5 2/5 3

INNOVATION Maintain an open request for employee feedback on ways to innovate CX 2/5 2/5 3

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Focus on Red First.EXAMPLE

0

0.5

1

1.5

2

2.5

3

3.5

MEASU

REMENT

CLIENT I

NSIGHT

CULTURE

OPERATIO

NS

CLIENT F

EEDBACK

INNOVATION

EMPLO

YEE EN

GAGEMENT

INCENTIV

ES

LEADER

SHIP

COMMUNICATIONS

PURPOSE

VISION

STRA

TEGY

AVERAGE, TARGET, GAP

AVERAGE TARGET GAP

EXAMPLE



When it comes to employee and client experience management in professional services, there are normally several competing blind spots and gaps to occupy your focus. The objective of powerful assessments is to know where you stand so that you can plan and execute toward a more optimal state.

The CX Readiness and Maturity Assessment you have just learned ensures the foundational steps are taken at the right time and in the right way to help the firm achieve its goals with a clear and certain level of confidence.

We developed this assessment framework to help firm executives gain certainty in the investment required to become more competitive through client-centricity. Our focus was to develop an assessment powerful enough to help firms apply resources with surgical precision, where they can have the greatest impact to the employees, clients and firm (in that order).

We absolutely love doing this work. We believe it helps our client’s firms edge toward becoming a better version of itself. If you would like to begin a dialog about how to approach certainty in CX for your firm, give us a call or drop us a line.

CX PILOTS Steven Keith [email protected] www.cxpilots.com (833) CX PILOT (919) 771-5219 (direct)

Conclusion

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than the experienceWhat is more important to your bottom line

your clientsand employees

have with your firm?revenue

alignment

mailto:[email protected]

http://www.cxpilots.com

CX Readiness Assessments - Client and Customer Experience ... · Step 5 Step 7 Step 8 Two half-day...

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