1/ Markets Behave Differently Now
There are seismic shifts in business ecosystems – from IoT and AI to changing regulatory landscapes, geo-political shifts, and continued rapid globalization. It’s complex, rapid, and unpredictable, placing companies in entirely new contexts where startups can overtake long-standing incumbents and changing consumer behaviors make services obsolete. An annual survey of over 1,500 CEOs reported that managing complexity is the greatest challenge faced by today’s corporations. It also reported that creative leadership is essential for staying ahead.
2/ Technology Has Raised the Bar for Everyone
Innovation cycles for consumer technology are so rapid that groundbreaking products are replaced within a few months. It’s Moore’s law meets dromology – the idea that faster is better. The technology landscape has shifted customer expectations – such as speed, depth, quality, transparency, anticipation, and adaptation – drastically, in…
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As your organization grows and changes, crises of leadership, consistency, and coordination among others can arise. It’s time to recognize the impact organizational growth has on customer experience – and do something about it.
Customer experience is more in the limelight today than ever before. Organizations are placing increasing emphasis at all levels on understanding the customer in order to better deliver services, products, and experiences that exceed expectations, provide delight in the moment, and elevate the experience reputation of a brand. Customer-centricity is key to success today, but is also complex; it requires an understanding of the ecosystem within which customers exist – from the increasing use of data to drive predictive experiences, to cross-brand experiences that result in (rightfully) unforgiving, relentless customer expectations.
This urgency to deliver on customer experience mandates has organizations in a tailspin, and justifiably…
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Organizations with customer-centricity as their strategic priority have long appreciated the importance of understanding consumer needs, behaviors, and habits. However, despite this focus and understanding, leaders and customer experience (CX) teams often have a difficult time translating high-level customer-focused statements and mandates into actionable initiatives and tactics. This disconnect between strategy and action is caused, fundamentally, by a lack of appropriate framing at each altitude of translation, which is illustrated below:
A tool that is often used to clarify this delivery is customer journey mapping. However, the problem with the way many organizations approach journey maps today often arises when creating a tactic or approach at an executional and practical level, without first approaching it from a strategic business perspective. In our CX…
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The discipline of Customer Experience (CX) is undergoing an identity crisis. Like “strategy” and “innovation,” CX is frequently ill-defined and misunderstood. It’s often used interchangeably with user experience (UX), service design, and customer service channels, but these narrow views oversimplify the breadth, depth, and connectedness required of an enterprise-scaled definition of CX.
Organizations come about their CX leaders in diverse ways: through marketing, as an extension of brand; through service channel optimization, as a part of operations and technology; and insights, extending the voice of the customer. The very diversity across traditional functions underscores the reality that an experience crafted for customers is the responsibility of each and every function in the organization.
Regardless of the title…
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