Slides from my October 15, 2015 talk on customer experience and the modern organization at the MIMA Summit in Minneapolis, MN. Slides reference a white paper of the same name, posted to http://almty.co/cx
The current rhetoric of
organizational focus on
doesn’t align with the
structures that power it
• There is massive misalignment about who our customers are.
• Measures are inconsistent, and frequently transactional in nature
• Decisions are made at a functional, rather than operational level
• Artefacts are parochial, if they’re used at all
Too often, all customers are
equally important — and
We are hooked on
functional measures of
Decisions that shape the
customer experience are
pushed out to functional
The artefacts of our labor
are used parochially — if
they’re used at all.
Curiosity is our job.
(It’s probably yours, too)
What is the nature of the
relationship between CX &
the modern organization?
• 30 organizations: 11 public and 19 private, avg. annual revenue of 8.16 billion
• 10 B2B / 20 B2C (10 D2C)
• Apparel, athletic footwear, beverages, CPG, Education, Educational
services, Electronics, Entertainment, Financial Services, Gyms, Health Care,
Health/Wellness, Home Goods, Information Technology, Insurance,
Manufacturing, Real Estate, Restaurants, Security, B2B Services
Data about the way(s) we
work doesn’t support the
current Fast Company
We’re struggling to glean a
shared view of our users &
• 12 of 30 organizations use personas in design
• 13 of 30 use them in marketing
• 15 of 30 use them in sales
• 2 organizations have aligned personas across all three groups
We’re designing things for
one person, marketing to
another, and selling to yet
The artefacts we’ve
languishing in closets and
• 9 of 30 use isolated journeys
• 1 of those is actively used
• 6 of 30 have end-to-end journeys
• 3 of those are actively used
50% of C-Suite
respondents said their
organization uses no
consistent measure of their
Respondent Measures Cited
Marketing Manager Social Network Data
Marketing Director Internal Measure, Social Network Data, NPS
Director of Operations Social Network Data
Director of Marketing Social Network Data, Customer Satisfaction Surveys
Director, Corporate Comms. NPS
Vice President, IT Social Network Data
Corporate Comms. Manager Internal Measure
Operations Manager Social Network Data, NPS, Customer Advocacy Score
Consultant, training None cited
National health insurance network
No one seems to be certain
who it is that is
accountable for the
customer experiences we
• In 44 of the 188 companies surveyed, three or more respondents identiﬁed
someone accountable for the quality of the customer experience.
• In only one of those cases did they all name the same individual.
If so, who?
Entry-level engineer No
Research manager Yes Chief Operating Oﬃcer
Director, Engineering Yes Administrative Director
Entry-level operations Yes Chief Creative Oﬃcer
Director, Product Development Yes Senior Designer
VP, design No
Senior Product Developer Yes Senior Director, Marketing
Senior Operations Manager Yes Director of Corporate Communications
Global shipping / logistics co
If so, who?
Administrative Manager Yes Administrative Manager
Senior Designer Unsure
Senior Project Manager Yes Design Director
Senior IT Manager Yes Senior Designer
Marketing Manager Unsure
Project Manager No
Operations Trainee Yes Chief Sales Oﬃcer
Operations Manager Yes Manager, Corporate Communications
National drugstore chain
We knew this.
We just didn’t have the
data to give shape to it.
It’s not about innovation.
It’s competence. It’s the
Russell Davies in ‘Death to Innovation’, 2014
Hearts, then Charts
A practical framework for building (and leading) a customer-centered
We require a shared
vocabulary for our
customers and users.
Words like ‘personas’,
‘segmentation’ can get in
What should matter most to you is that the idea of your customers, and their
real-world behaviors, can permeate the far reaches of your organization. A
well-deﬁned segment that can’t has a value that’s rapidly approaching zero.
We need a means of
plotting experiences that
live, increasingly, outside of
In the delta between the
way you outline the
purchase process and the
way your customers do, lies
Hint: the way in which your organization is structured almost never reﬂects
the ways in which the customer experiences your brand.
We need a multi-
dimensional view of
The cholesterol buildup
around brands’ role in
meeting customer needs is
Most people have work to be done more often than they have emotional
needs to meet.
We need actionable
measures we can use to
evaluate our investment in
the customer experience.
Align measures with the
work to be done, not with
It’s absolutely possible to have business measures that suggest strong
satisfaction, yet completely mask emerging issues
We need executive
accountability for the
quality of the customer
Set clear CX goals that are
through the organization.
If they’re not measurable, they didn’t happen.
In 2016, we will deliver a
Temkin Emotion Rating at
or above 70%.
I suspect that our metrics
don’t inﬂuence our
customer experience nearly
as much as they inﬂuence
how we report success.
— Senior executive at a large ﬁnancial services ﬁrm