Guest Post: We Hold These Truths: Implementing CX Governance
This guest post comes from Darin Byrne, Senior Director of Professional Services at Wolters Kluwer.
As the summer goes on and the Fourth of July approaches, I’ve found myself thinking once again about the principles that our nation was founded upon. I am reminded that the signing of a document, even one as revered as the Declaration of Independence, was such a decisive point in our history – actually in the history of the world. And I’ve been pondering even more broadly about all of our governing documents, from the Magna Carta to the Constitution: how they came about and how they still affect us today. We agreed amongst ourselves what our goals were, how we would operate as a country, the checks and balances we would put in place to achieve our goals, and then we wrote them down and implemented them, and – even more amazing – we continue to adhere to them today. It really is pretty amazing.
Relating to CX
And that, of course, got me thinking about what I do every day. Because, much as we might like it to be true, a bunch of people don’t just show up to work and decide individually what they’re going to do all day—we need guidance in the way of a set of goals and principles. And while a so-called “benevolent dictator” might rule in some companies, the truth is that this is not a sustainable model for a business. In order to achieve your company goals, you have to have guiding principles, an overriding plan, and people to maintain and carry out that plan—that is, governance. Read more
While all customer experience strategies are important, healthcare brings it to a whole new level. Patient experience, and the potential for harm, amps up the significance of customer experience principles, creating literally life-changing outcomes.
Over the course of this blog I’ve interviewed a number of Customer Experience executives, working every day to improve their experience to increase loyalty. Customer Experience is still an emerging field, and these interviews gave me a great chance to hear others’ perspectives on the field, what it’s doing right, and where we can improve in understanding the customer and acting upon those insights.
Customer Advisory Boards (CABs) are a terrific way to get consistent customer feedback, and are particularly popular with B2B firms. An effective CAB strategy allows you to stay in tune with what your customers need, and also gives you a forum for bouncing off ideas before they get too far down the road, providing an early warning before investment into a misaligned idea is too high.
I was interested in seeing Erin Wallace’s presentation at last week’s CXPA Insights Exchange, but I had no idea just how cool it would be. Her presentation was titled “Easier Said than Done: Move the Needle with Your Customer Experience Strategy,” and showed a very comprehensive approach towards customer experience that we can all learn from.
Imagine a former accountant leading an organization that helps banks manage regulatory compliance. You might picture a reliance on financial facts and figures making it unlikely for a customer experience program to take root. If so, then you clearly haven’t spent any time with Wolters Kluwer Financial Services.
How do you create change when you’re the first customer experience (CX) leader at a highly successful business with a history of customer focus?
A new digital experience can make or break success for a manufacturer. But what do you do when you discover that many of your customers’ pain points are analog?
As part of the launch of our new 
