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How to Get More From Your CX Efforts

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At the Next Gen Customer Experience (CX) in Financial Services conference, Centerline's Marketing Change Management team presents two hypotheses on the importance of organizational balance and elevating your CX using data and innovation. As a key takeaway, the presentation included a CX Maturity Program to gauge your organizational CX maturity as well as helps identify goals and where to focus your efforts moving forward.

Published in: Business

How to Get More From Your CX Efforts

  1. 1. CXFS Conference, VIP Lunch & Learn September 29, 2015 HOW TO GET MORE FROM YOUR CX EFFORTS
  2. 2. Table of Contents •  Why We’re Here •  Our Company •  Our Team •  Past Work •  Competitive Pressures for Financial Institutions •  The Gap of Discontent •  Key Inhibitors of CX Success •  Hypothesis 1: Holistic Organizational Balance for CX •  Our Offerings that Support Hypothesis 1 •  Hypothesis 2: CX + BI + IM •  Our Offerings that Support Hypothesis 2 •  Road Map: 180 Day Action Plan •  CX Maturity Program •  Comprehensive List of Centerline’s Offerings 1!
  3. 3. First, why we’re here. To learn, connect and to share some hypotheses that are making a difference for some of our clients. We’re chronically curious about what is keeping CXperts from doing their best work within their org. What is happening inside your organizations that prevents you or slows your progress in achieving the CX success and growth you are after? And also…what can you be doing alongside CX that will elevate your results even further? 2!
  4. 4. Our company Centerline itself is a Modern Marketing Laboratory, creating custom success formulas for the world’s most progressive enterprises. The people speaking here today are from this team.! 3!
  5. 5. Our team Centerline Marketing Change Management (MCM) is a team that enacts change within organizations, with specific focus on designing and implementing CX/CEM programs and initiatives. 4!
  6. 6. Past Work By Centerline: ! By Centerliners: ! 5!
  7. 7. Financial Institutions are on the front line of CX 6!
  8. 8. Discontent This Disruption is Causing the Gap of Discontent 7!
  9. 9. Discontent The Goal of CX: Shrink The Gap of Discontent 8!
  10. 10. What is complicating your CX efforts? 9!
  11. 11. Top10 CX Program inhibitors. 10!
  12. 12. IDIOSYNCRATIC COMMON Different silos Different CX methodology Isolated BI teams, not focused on CX Disconnected innovation methodology Different levels of authority in play Varying levels of IT involvement Different budgets The org not set up for success No agile processes in place The culture was totally disengaged Key Inhibitors of CX Success: 11!
  13. 13. IDIOSYNCRATIC COMMON Different silos Different CX methodology Isolated BI teams, not focused on CX Disconnected innovation methodology Different levels of authority in play Varying levels of IT involvement Different budgets The org not set up for success No agile processes in place The culture was totally disengaged This is where we end up spending most of our time. ! Key Inhibitors of CX Success: 12!
  14. 14. IDIOSYNCRATIC COMMON Different silos Different CX methodology Isolated BI teams, not focused on CX Disconnected innovation methodology Different levels of authority in play Varying levels of IT involvement Different budgets The org not set up for success No agile processes in place The culture was totally disengaged And where we bring the most value to our clients. ! EVERY. SINGLE. TIME. ! Key Inhibitors of CX Success: 13!
  15. 15. Hypothesis 1: There are three key organizational segments that require holistic balance in order for CX initiatives to be truly successful. 14!
  16. 16. CUSTOMERS PROSPECTS PROSPECTS PRODUCTS insuranceloans money marketcredit moneytransfer analysis CHANNELS social CX CX CX CX Environment This white space represents your financial institution, surrounded by typical products and channels. Current CX efforts tend to focus on the space between you and the market.
  17. 17. CUSTOMERS PROSPECTS PROSPECTS PRODUCTS insuranceloans money marketcredit moneytransfer analysis CHANNELS social ORG CX CX CX CX Environment Factor 1: Your Organizational Structure. There are three key organizational segments that require holistic balance in order for CX initiatives to prove truly successful.
  18. 18. CUSTOMERS PROSPECTS PROSPECTS PRODUCTS insuranceloans money marketcredit moneytransfer analysis CHANNELS social ORG PROCESS CX CX CX CX priority Environment Factor 2: Your Organizational Process By having a process aligned with structure, you begin to achieve a defined priority of operations and strategy.
  19. 19. CUSTOMERS PROSPECTS PROSPECTS PRODUCTS insuranceloans money marketcredit moneytransfer analysis CHANNELS social ORG PROCESS CULTURE effectiveness capabilitypriority Environment Factor 3: Your Culture Aligning your culture with your structure and process reaps an effectiveness and capability crucial for CX. This in turn, leads you organizational quality = Quality CX CX CX CX CX CX CX CX
  20. 20. Have you experienced a misalignment with your org? Process & Culture connected but not connected to leadership (org)? Or Leadership (org) and process are connected but Culture is not. These are examples of misalignments. 19!
  21. 21. Our Offerings that Support Hypothesis 1: Organizational Design Organization Map, Roles/Responsibilities/Authority Matrix, Employee Engagement Programs Do you find yourself asking any of the following? 1. Our employees are not owning their responsibilities. They are not clear on their role. 2. Departments are siloed and authority is unclear when it comes to decision making. 3. Executive marketing/content decisions are being made irrespective of other departments. 4. Employees morale is low. They feel that their voice is not heard. They say they don't know what changes are happening. 5. We don't have the right talent and/or capabilities to perform the right task necessary 6. There's a lack of organizational accountability. 7. We want to know how to set up marketing organization for sustainable high performance. 8. We need to establish the strategic direction for growth but aren't sure how to get there? Organizational Audit Audits/Analysis, Future State Vision & Planning, Marketing Maturity Modeling, Business Case Design, Data-Based Marketing Assessment Do you find yourself asking any of the following? 1. I am a new executive and know I want to make changes in Marketing but am not sure where we stand today. 2. We are not sure where we need to start the changes we feel are necessary. 3. What are the most modern/progressive marketers doing that may be applicable to us? 4. How can we know what marketing approach is optimal for our company? 5. How do I justify significant marketing transformation (sponsoring/funding the initiative) to the C suite? 6. We want to know what changes can free up some capital to fuel new growth initiatives. 7. We want to know how to develop a business model and operating model to increase our marketing's competitive advantage. 8. We want to plan a major re-alignment that of our investment in technology, people and process and need to figure out how to roadmap it all. 20!
  22. 22. Digital Transformation Transformation Frameworks, Change Roadmaps, Change-Ops Planning, Implementation Planning/Support Do you find yourself asking any of the following? 1. We want to simplify the organization. We suspect we are mired in complexity. We want to know what kind of changes can bring much needed simplification to our approach. 2. We want to increase capital efficiency in our marketing. What changes will make our investments work harder? 3. We have to reduce costs in our marketing. Not only do we suspect we are doing much of the wrong things, but we're spending too much in doing them. 4. We know we want to change our approach to marketing, we are struggling to know how. 5. Digital is changing the way our customers want to interact/transact with us. Not sure how to protect our future. Centers of Excellence Building Centers of Excellence, Future Vision, Integration Plans, Process/Prioritization Re-engineering, Governance Do you find yourself asking the following? 1. We need to make significant changes and ensure that they stick. 2. We want to continuously improve 3. We need to empower our people with change 4. How can we manage the change? 5. How can we build in accountability of these changes into our processes and structure? Our Offerings that Support Hypothesis 1: 21!
  23. 23. Voice of Customer Programs VOC Integration Strategy, Vendor/Tool Selection, Program Integration/Support Do you find yourself asking any of the following? 1. We have to shift to listening more to our customer but not sure what works. 2. What options, vendors, tools are there that can help me engage with my customers better? 3. How can I build a program that will help us better capture customer insights? 4. I want to take customers insights and fold that back into business improvements. How do we do that? Operations Strategy Operations Maps, Strategic Ops Alignment Do you find yourself asking any of the following? 1. It's not clear what specific things we need to do to remain aligned to our corporate strategy. 2. We're not planning our resources appropriately to accomplish all the things this company needs to do. Our Offerings that Support Hypothesis 1: 22!
  24. 24. Hypothesis 2: The future of effective CX is more than just CX. 23!
  25. 25. Customer Experience CX Business Intelligence BI Innovation Management IM ++ Additive Formula for CX 24!
  26. 26. Customer Experience CX Business Intelligence BI Innovation Management IM++ Business Intelligence Financial Institutions potentially have a decade of transactional data. Use it. - Use data and analytics to segment smarter. - Use BI with a portfolio approach to innovation. - Predict segment shifts. - Prioritize CX innovation backlog, persistently. - Visualize dynamic gaps. - Run cost/benefit per segments per cycle. - Measure performance of enhancements. - Measure team performance against KPIs/KRIs. - Run Gap of Discontent Analysis often. - Build fluency in BI. 25!
  27. 27. Customer Experience CX Business Intelligence BI Innovation Management IM++ Innovation Management Innovation Management is the measured process an organization follows to create discoveries of value that fill unmet customer needs or allow them to get a job done better. Most customer “excitement” comes from needs they cannot yet articulate. Innovation does that. FI’s will counter external environmental disruption by bringing net new value to the customer. 26!
  28. 28. CUSTOMERS PROSPECTS PROSPECTS PRODUCTS insuranceloans money marketcredit moneytransfer analysis CHANNELS social ORG PROCESS CULTURE CX CX CX CX effectiveness capabilitypriority PROSPECTS KEY = Quality Internal Engagement External Experience Introduce innovation management and business intelligence to the CX within this space… CX CX CX CX
  29. 29. CUSTOMERS PROSPECTS PROSPECTS PROSPECTS a PRODUCTS insuranceloans money marketcredit moneytransfer analysis CHANNELS social ORG PROCESS CULTURE CX BI IM CX BI IM CX BI IM CX BI IM effectiveness capabilitypriority KEY = Quality Internal Engagement External Experience CUSTOMERS …And greatly increase your serviceable market
  30. 30. Our Offerings that Support Hypothesis 2: Business Intelligence Programs Full Cycle Business Intelligence/Analytics Programs, Data Warehouse, BI Conceptual Architecture, Data Models, Visualization, Reporting/Analytics Dashboards, Data Governance 1. We actively use data-based marketing approaches but aren't sure we're doing it as well as we could be. 2. We aren't sure how Business Intelligence. 3. All our data is trapped in silos. We aren't sure how to aggregate across BUs for better approaches to marketing. Digital Transformation Transformation Frameworks, Change Roadmaps, Change-Ops Planning, Implementation Planning/ Support Do you find yourself asking any of the following? 1. We want to simplify the organization. We suspect we are mired in complexity. We want to know what kind of changes can bring much needed simplification to our approach. 2. We want to increase capital efficiency in our marketing. What changes will make our investments work harder? 3. We have to reduce costs in our marketing. Not only do we suspect we are doing much of the wrong things, but we're spending too much in doing them. 4. We know we want to change our approach to marketing, we are struggling to know how. 5. Digital is changing the way our customers want to interact/transact with us. Not sure how to protect our future. 29!
  31. 31. Road Map:180 Day Action Plan Establish initiative goals Build business case Define CXIMBI Agenda Roadmap 180 day Journey Design CXIMBI team Align CXIMBI strategy with business strategy Build CXIMBI coalition Design coalition story Assemble core CXIMBI team leadership mandate Perform a CXIMBI skills/ capabilities Audit Perform an rapid BU collaboration audit Interview leadership, BU heads Develop CXIMBI internal blog 30! CLIENTCENTERLINE
  32. 32. Establish CXIMBI funding Co-present business case Create CXIMBI Charter Gather and review all CX data/results Obtain Sr. buy in on funding and Charter Review all customer and Market BI/data/analytics Kickoff CXIMBI comms Review innovation management methods Marketing/Sales/Ops financial ecosystem Review customer segmentation/journeys Review competitive landscape Review operations strategy Review cultural landscape Develop Comms Plan Launch internal blog Road Map:180 Day Action Plan Establish initiative goals Build business case Define CXIMBI Agenda Roadmap 180 day Journey Design CXIMBI team Align CXIMBI strategy with business strategy Build CXIMBI coalition Design coalition story Assemble core CXIMBI team leadership mandate Perform a CXIMBI skills/ capabilities Audit Perform an rapid BU collaboration audit Interview leadership, BU heads Develop CXIMBI internal blog 31! CLIENTCENTERLINE
  33. 33. Present Prototype Ecosystem Establish core intake prioritization schema Establish hardened measurement/reporting Prototype CX innovation management method Prototype X-channel data collection Prototype BI/data ETL approach/warehouse Prototype KPIs/metrics Prototype CXIMBI process Prototype org structure Collaborate on prototypes Co-establish KPI framework Progress Communications Establish Prototype EnvironmentEstablish CXIMBI funding Co-present business case Create CXIMBI Charter Gather and review all CX data/results Obtain Sr. buy in on funding and Charter Review all customer and Market BI/data/analytics Kickoff CXIMBI comms Review innovation management methods Marketing/Sales/Ops financial ecosystem Review customer segmentation/journeys Develop Comms Plan Launch internal blog Road Map:180 Day Action Plan Establish initiative goals Build business case Define CXIMBI Agenda Roadmap 180 day Journey Design CXIMBI team Align CXIMBI strategy with business strategy Build CXIMBI coalition Design coalition story Assemble core CXIMBI team leadership mandate Perform a CXIMBI skills/ capabilities Audit Perform an rapid BU collaboration audit Interview leadership, BU heads Develop CXIMBI internal blog 32! Review competitive landscape Review operations strategy Review cultural landscape CLIENTCENTERLINE
  34. 34. Present CXIMBI ecosystem to leadership Run two successive 2 week CXIMBI sprints Develop series of video content on the changes Tie CXIMBI to financial outcomes Refine ETL for BI/data and metric outputs Create CXIMBI governance Refine CXIMBI processes Design executive dashboards Launch video content on CXIMBI blog Collaborate on CXIMBI Sprints Collaborate on ETL for BI/data Co-create video content for blog Collaborate on Executive Dashboards Present Prototype Ecosystem Establish core intake prioritization schema Establish hardened measurement/reporting Prototype CX innovation management method Prototype X-channel data collection Prototype BI/data ETL approach/warehouse Prototype KPIs/metrics Prototype CXIMBI process Prototype org structure Collaborate on prototypes Co-establish KPI framework Progress Communications Establish Prototype Environment Establish CXIMBI funding Co-present business case Create CXIMBI Charter Gather and review all CX data/results Obtain Sr. buy in on funding and Charter Review all customer and Market BI/data/analytics Kickoff CXIMBI comms Review innovation management methods Marketing/Sales/Ops financial ecosystem Review customer segmentation/journeys Review competitive landscape Review operations strategy Review cultural landscape Develop Comms Plan Launch internal blog CLIENTCENTERLINE Establish initiative goals Build business case Define CXIMBI Agenda Roadmap 180 day Journey Design CXIMBI team Align CXIMBI strategy with business strategy Build CXIMBI coalition Design coalition story Assemble core CXIMBI team leadership mandate Perform a CXIMBI skills/ capabilities Audit Perform an rapid BU collaboration audit Interview leadership, BU heads Develop CXIMBI internal blog Road Map:180 Day Action Plan 33!
  35. 35. Where does your organization currently sit on a CX maturity scale? What are your current CX goals and are you doing all that is needed to achieve those goals? Where could you use additional help to achieve these goals? The following CX Maturity Program will help to answer these questions. It will also provide a trajectory for your CX program. CX Maturity Program BUILD MOMENTUM ESTABALISH CX FOUNDATION GETTING STARTED 34!
  36. 36. BUILD MOMENTUM ESTABALISH CX FOUNDATION GETTING STARTED ORG CX GOALS Action Needed To Achieve ORG CX GOALS •  CX need within the org defined •  The org’s CX benchmark determined •  Start CX strategy •  CX leadership identified •  Establish CX initiative goals •  Create CX charter •  Obtain senior buy-in on funding and charter •  Nominate CX leaders •  Identify BI desires - what you wish you had (i.e. data, visualizations, technologies, etc.) •  Prioritize BI desires •  Design coalition story •  Build business case for CX program •  Roadmap 180 journey •  Start of CX strategy (align strategy with biz strategy) •  Review cultural landscape •  Review innovation management methods •  Marketing/Sales/Ops financial ecosystem •  Review customer segmentation/journeys •  Review competitive landscape •  Review operations strategy •  Conduct BI current state assessment LEVEL 1 Your Organization Centerline CX Maturity Program: Level 1 35!
  37. 37. BUILD MOMENTUM ESTABALISH CX FOUNDATION GETTING STARTED ORG CX GOALS Action Needed To Achieve ORG CX GOALS •  CX team established •  CX advisory board established •  Measurement defined •  Established system for CX data/results capture and measuring •  Governance established •  Internal CX Comms strategy established •  Better understand audiences •  Better understand and identify customer behavior •  Determined if any additional tools are needed for CX program (i.e. VOC tool) - If yes, bring on a tool to capture data •  Design and assemble CX team •  Assemble CX advisory board •  Integrate CX with BI and IM •  Start to capture and review CX data/results •  Kickoff CX internal communications strategy •  Launch internal blog •  Assemble core CX team leadership mandate •  Perform a CX team skills/capabilities audit •  Create roles, responsibilities and range of authority matrix for CX team •  Design and build centralized data environment •  Design data models •  Start building initial data model within centralized environment based on prioritized BI desires •  Start building preliminary reporting and dashboards •  Define data governance plan within centralized environment •  Develop internal blog •  Develop internal communications plan •  Customer segmentation •  Customer Journey Mapping •  Audit of tools capabilities (any CX tools needed for monitory, listening and engaging with customers, and/or for the collection of data) LEVEL 2 Your Organization Centerline CX Maturity Program: Level 2 36!
  38. 38. BUILD MOMENTUM ESTABALISH CX FOUNDATION GETTING STARTED ORG CX GOALS Action Needed To Achieve ORG CX GOALS •  CX team grows •  CX knowledge integrated into the org culture •  CX integrated across more channels/ divisions •  CX, IM and BI fully integrated •  Expand CX tool(s) across all channels and divisions •  Hire additional needed CX specialists •  Establish a CX coalition •  Employee Engagement Program •  Employee CX Training programs •  Build out Journey maps across all channels for all divisions •  Distribute Channel Matrix to all org divisions •  Establish KPI framework •  Continue to capture and review CX data/ results •  Make business changes and IM updates based on CX data/results (BI) •  Continuous improvement of processes •  Progress internal communications •  Document process for external comms •  Conduct employee survey on CX •  Develop Employee Engagement Program •  Develop CX Training Program •  Build comprehensive journey maps •  Build Channel Matrix •  Establish core intake prioritization schema •  Co-establish KPI framework •  Prototype CX innovation management method •  Prototype BI/data ETL approach/ warehouse •  Develop series of video content on the changes •  Tie CX to financial outcomes LEVEL 3 Your Organization Centerline CX Maturity Program: Level 3 37!
  39. 39. Centerline’s Offerings. 38!
  40. 40. Marketing Strategy Creative Content & Experiences Marketing Change Management Organizational Audit Future State Vision & Planning Maturity Modeling Business Case Design Data-based Marketing Assessment Organizational Design Organizational Map Roles, Responsibilities, and Authority Matrices Employee Engagement Programs Digital Transformation Transformation Frameworks Change Roadmaps Change-Ops Planning Implementation Planning/Support Training/Skills Development Center of Excellence Future Vision Integration Plans Process/Re-prioritization Organizational Governance Operations Strategy Operations Map Strategic Ops Alignment Performance Management Programs People/Teams Performance Metrics/KPI Strategy Executive Dashboards Content Performance Management Customer Experience (CX) Programs CX program design CX Axis Shift Plans CX Governance Program Design Voice of Customer Programs VOC Tools/Program Selection VOC Integration Strategy Program Integration/Support Discovery & Consensus Stakeholder interviews Ignitor Sessions Thought Leadership Workshops Digital Ecosystem Mapping Map Working Session Map Development Business Intelligence Programs Full-Cycle BI/Analytics Programs Data Warehouse BI Conceptual Architecture Data Models Visualization Reporting Analytics Dashboards Data Governance Measurement Goals Governance Governance Workshops Governance Model & Plan Content Auditing Content Inventory Asset Inventory Qualitative Assessment Quantitative Assessment Audience Research Rapid Persona Session Customer Interviews Persona Development Supplementary Research Content Strategy Content Types Content Flow Channel Matrix Content Model Taxonomy & Metadata Content Effectiveness Programs User Experience UX Evaluation & Plan User Flows Wireframes & Prototypes Usability Testing Information Architecture Card Sorting — Logical Groupings Information Architecture Development Competitive Research Competitor Analysis Social Monitoring/Reach Technology Evaluation Enterprise Content Management Marketing Automation Social Monitoring/Automation Social Media Activation Audience and Influencer research Activation Strategy Media Relations Social Monitoring and Reporting Benchmarking / Share of Voice Marketing Automation Email Marketing Retargeting Newsletters Brand Brand Identity Visual System Storytelling Design Style Guide Template Designs Social Tiles/Datagrams Development CMS Configuration Site Development QA/Testing Technical Requirements Content Creation Websites Interactives Mobile Apps Sales Tools/Enablement Infographics/Data Visualization eBooks/Whitepapers Presentations Blog/Vlog Video Animations 39!
  41. 41. THANK YOU! Connect with us www.centerline.net/MCM 40!

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