Today we feature an article by Rob Jensen who writes about the benefits of customer advisory boards and how they are a way to improve executive engagement. Read more
If you’re reading this, you probably already know that customer experience (CX) is important. But even the staunchest CX advocates might not realize that CX done right can save lives.
Earlier this week in this space you met Lee Becker, Chief of Staff of the Veterans Experience Office (VEO) of the Department of Veterans Affairs (VA). He discussed the challenges of integrating CX principles into governmental structures, and the four CX capabilities – Data, Tools, Technology, and Engagement – on which the VEO’s successful program is based.
Today we focus specifically on how the VEO is maturing its data capabilities to address trust, a fundamental component of customer loyalty and satisfaction.
I heard Lee Becker, Chief of Staff of the Veterans Experience Office (VEO) of the VA speak at a recent Medallia conference and was blown away by his remarks. I reached out for an interview because I wanted to share with a broader audience his thoughts on what it’s like to drive change within a massive organization, what’s at stake, and what success at the VA might mean for government services in broader terms.
A Navy Veteran with a background in medical care and case management, Lee is one of the architects behind a turnaround at the VA, and he believes the same solid customer experience (CX) principles they have implemented there can transform the way other federal agencies work, too.
“The fundamental challenge of government is figuring out how you make room for experience when financials and operations are the focus.” Read more
Your CFO doesn’t care about your customer experience (CX) surveys. She cares about the health of the business, and it’s unlikely she sees a direct link between your survey scores and the measurements she follows.
Meanwhile, your CEO is focused on your customers, but that doesn’t mean he cares about your surveys, either. As one business leader confessed to me, “I keep seeing these survey scores saying we’re doing great. Then I meet with customers who they tell me how frustrated they are. So I don’t believe in the surveys.”
By extension, that means he doesn’t believe in his CX team.
Two-thirds of customer journey mapping initiatives fail to drive action, as we revealed in our book How Hard Is It to Be Your Customer? Using Journey Mapping to Drive Customer-Focused Change.
That’s not really surprising, is it? It’s easier to reveal where customers are having problems than it is to do something about it. Taking effective action requires getting your silos aligned to improve the customer experience. A new class of software can help. Read more
Successful customer journey maps drive customer-focused change like improving customer experience, developing a new way to deliver value to customers, or reducing the cost to serve current customers.
Based on a 2016 study of customer experience professionals, over two-thirds of respondents did not rate their journey mapping project as successful. The reason? A lack of action from the mapping endeavor.
When we work with clients at Heart of the Customer, our goal is to drive action from the journey maps. We require our clients to work through the Five Questions as a foundation for their journey mapping. Ask yourself and your team to work through these Five Questions before launching your customer journey mapping initiative: Read more
Think about the last time you led brainstorming to improve your customer experience (CX). Did you give people Post-It Notes and have them shout out ideas while they put them on the wall?
Doing that is a ton of fun. But it’s also a terrible way to develop ideas. So, stop doing it.
You reply, “But this approach is a staple of design thinking. Everybody’s doing it! Why shouldn’t I?” Read more
I’m returning home from a day and a half at Comcast’s headquarters, locked in a room with other marketing and CX thought leaders. (Okay, so not exactly locked in…)
They brought us to Philadelphia to share the work they’re doing in customer experience and to get our feedback and advice. But mostly to show us what they’re doing.
I came in pretty ambivalent. I’m not a customer – I wrote this post about firing them, but I’ve seen Graham Tutton speak twice (read about it here), and it appears they’re making a sincere effort to improve. What they shared today reinforces that positive belief – they really are working hard to change the trajectory. Read more
A few months ago, I was interviewing a Senior VP customer of my client, and asked her, “Do you have a relationship with [my client]?” She replied, “Well, yes, we have a commercial relationship…” I cut her off (probably a bad thing to do in an interview!) and said, “I’m sorry, I didn’t explain myself well. Do you have a relationship with my client?”
She stopped, thought about it for 10 or 15 seconds, then responded. “Actually, I don’t. A few years back I did, but not anymore.” She continued, “You know, I get a call from a competitor each week. And now it’s easier to take those calls. Because, since I don’t have a relationship, I don’t feel like I’m letting anybody down.”
My client – who was in the room with me – listened to this exchange, and the power of her client’s comment stuck with her. She realized that you can make the experience easy. But without a relationship, it might not matter. Read more
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Journey maps are the clearest way to visualize your customer experience. Download our Journey Mapping Toolkit to start.