And the controversy continues… is this the one that will really upset some people?
To learn how others shape their Total Experience on behalf of customers, employees, stakeholders and shareholders join us at one of these venues soon…
Denver: https://denversummermasters.eventbrite.com
London: https://londonacxm2019.eventbrite.com
Johannesburg: https://joburg_44th_cppm.eventbrite.com
Click on the image to access the individual pieces, however, to whet your appetite three of the most popular articles:
The Customer Experience Management Office – The What and the Why
Three fundamental Building Blocks for CX
Additionally, the new book is in draft, “Everyone Loves CX”, and will be published early next year. If you want to join the list and get access to the preview, samples and associated materials register here.
With a dozen new case studies and terrific insights from global leaders, I examine some of the next practices and how you can deploy them with immediate effect in your own world.
Rockstar CXIf videos are your thing then do hook up with James Dodkins and the Rockstar CX initiative.
He interviews live on Facebook the leading CX Professionals from across the globe at:
https://www.facebook.com/pg/JDODKINS/videos/
OK, I am off to the beach now. Get that G&T ready, please!
An important question if you are tasked with making Customer Experience #CX work for your organization.
Twitter – Trends emerge when you monitor hashtags, and the shorthand for Customer Experience #cx is a good starting point. When you contrast #CX with other popular management approaches such as #lean #lss and #bpm is interesting:
Dr W. Edwards Deming’s famous quote “If you can’t describe what you are doing as a process, you don’t know what you’re doing” is truer today than ever in an increasingly customer-centric Outside-In world.
Perhaps we should upgrade the quote to encompass the focus on the customer?
“If you can’t describe what you are doing as relevant to a Successful Customer Outcome, you shouldn’t ought to be doing it”
Progressive Outside-In businesses understand this truth (think Amazon, Starbucks, BMW and Emirates) who are connecting everything they do to delivering these Successful Customer Outcomes. If activities and systems do not explicitly contribute to customer success they scrap them, and in doing so costs fall away, service improves and naturally, revenues grow.
Think about that for a moment from the customers perspective. It is certainly more pleasurable if interactions are simple and smoother. And if these experiences involve buying stuff, customers come back again and again for more. Even in public service, it stands to reason that reducing complexity will release more resources to do more meaningful work that delivers greater value to citizens.
So how would you approach your existing Customer Experiences and associated processes to move in this direction? Is there a formula that can be applied that is easy to use and produces immediate results?
Indeed, there is! We refer to this formula within the CEMMethod™, an approach developed originally in association with companies like Virgin and Southwest Airlines. The method, originally released in 2006, is now in version 11 and includes 50+ techniques that significantly improve business performance and customer success.
One of these techniques within the CEMMethod™ is referred to as the ‘Disruption Factor’ and quite simply allows you to calculate the potential for improvement in any Customer Experience. Additionally, it helps you pinpoint the areas that would benefit from immediate attention, and in doing so win the triple crown (lower costs, improved service, higher revenues).
If you want to know more about applying the Disruption Factor in your organization join us at the upcoming webinar register your interest here.
I will see you on the inside!
Additional Resources:
>> Disruption Factor Webinar –https://events.genndi.com/channel/BPGDisruptionFactor
>> Certified & Accredited CX Training
www.bpgroup.org/training> More about me and the companies doing this stuff
www.stevetowers.com> Rockstar CX with James Dodkins
http://www.rockstar.cx/podcast.html> CEMMethod™
www.cemmethod.com
With the latest and most effective CX techniques and toolkits wrapped in the CEMMethod, this is sure to be a terrific one-dayer.
https://www.bpgroup.org/denveracxp.html
87% of buyers will pay more for a better customer experience.
ACXP attendees will learn the world famous CEMMethod. The CEMMethod was created in 2001 when BPG was working with the Virgin Group. They realised together that to progress in an ever-changing world, you have to have an explicit, outside-in focus on the customer in everything you do..
Since then, the CEMMethod has evolved, consolidating tools, techniques and mindsets from some of the best performing and most innovative companies in the world. People like Apple, BMW, Bentley, IBM, Amazon, Emirates Airlines, Zara, Zappos, State Farm, Disney, Google, Facebook, Uber and many more.
https://www.bpgroup.org/denveracxp.html
Professionals using the CEM Method are simultaneously lowering costs, growing revenues and delivering outstanding customer experience in more than 4,000 companies around the world. These individuals are the driving force behind some of the world’s best performing organizations.
The secret to the CEM Method’s success lies in its ability to link external customer experience to internal back-office operations. This is a claim that no other method can make. Learn the methodology that the best-performing companies in the world are using as their customer experience backbone.
Please join us in Denver!
https://www.bpgroup.org/denveracxp.html
So be pragmatic. Look for the bridges from here to there and you can have the best of both worlds.|
Element
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Lean Six Sigma
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Customer Experience Management/Outside-In
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Mindset
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Industrial Age
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Customer Digital Age
|
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Focus
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Improve current work
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Align to achieve SCO’s
|
|
Intent
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Process will exist at the end of a review
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Processes may be removed
|
|
Results
|
Focused on improving outputs
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Focused on delivering Outcomes
|
|
Cost reduction
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Triple Crown achievement (Cost/Service/Revenue)
|
|
|
Structure
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Accepts the functional hierarchy
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Proposes the appropriate structure to deliver SCO’s
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|
Techniques
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Effect based activity (value/ non-value added – waste identification – SPC etc.)
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Causal based activity (what creates the work in the org. then let’s fix the causes)
|
|
Intelligent Processes
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No mechanism exists to ensure processes are intelligent
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Specifically designed to implement and mature intelligent processes
|
|
Customer
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End to End working e.g. SIPOC
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Centric working – the customer is at the heart of everything that happens
|
|
Are at the end and the beginning of processes
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Are enlightened, Promiscuous, Rebellious, Prosumer, Multi-channel, high expectations
|
|
|
Enterprise objectives
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Operational and tactical. Aims to fix process.
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Strategic and Operational. Aims to implement a sustainable architecture.
|
|
Scope
|
Process based improvements
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Enterprise-wide transformation
|
Two-minute bite-sized chunk provides the answer.
Outside-In is a regular theme during most of my keynotes, not least this last week here in Florida. A question asked from the floor related to the 30-second elevator test “can you explain to the CEO what this stuff is, why it is 
different, and how it reframes the work we do?”. I guess I was about to fudge and say this needs more than 30 seconds, and then remembered my two-slide explanation!
So, for those guys looking for a simple explanation, these two slides will do the job. I have put a bit of narrative in there also.
120+ in Florida at the keynote, 16 January 2018
The old, industrial-age traditional way of doing business.
We make products (and services). We look for the market to sell them in. We segment customers by circumstance and pitch our products to those segments. We add variations to the products to better fit certain niche segments. We build back-end systems and digital capabilities in this increasingly complex world. We are rigid, functionally oriented and abhor change.
The new Outside-In customer-centric way.
We identify the customers we would like to do business with. We understand their needs (even when they may not know them themselves) and specific Successful Customer Outcomes (SCO’s).
We categorise customers by need. We then create the capability to deliver to these categories the SCO’s (both products, people and digital). Progressively we manage new and existing customer expectations to deliver success without exception. We are agile, innovative and attuned to 21st century needs.
Let me know if this works for you.
Ciao, Steve
For the curious, the original slides came from a deck presented as a keynote in Sydney, Australia 3 years ago.
You can access that here: http://bit.ly/SydneyPEX
