CX Pilots, profile picture
Uploaded byCX Pilots
PDF, PPTX344 views

Client experience Workshop for Accounting Firms

The document outlines a client experience program aimed at transforming accounting firms through digital and client experience initiatives. It emphasizes the importance of governance in ensuring successful CX transformation, detailing a strategic framework, goals, governance model, and necessary capabilities. Key insights include the need for digital adaptation, proactive engagement with clients, and a structured approach to measuring and improving client experience.

Embed presentation

Download as PDF, PPTX
CLIENT EXPERIENCE Digital + CX Governance Workshop For Accounting Firms ©2017 /CX PILOTS | CONFIDENTIAL!1 CLIENT EXPERIENCE PROGRAM :: 2018 DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !2 Statistically, 75% of firm-wide CX Transformation efforts fail to produce the intended results. The question is, if virtually everyone is using the same approach to strategy and process, how could this be true? THE ANSWER LIES IN GOVERNANCE.
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL!3 12 WEEK RESET ENVISION ALIGN ENABLE WEEK 1 WEEK 2 WEEK 3 WEEK 4 WEEK 5 WEEK 6 WEEK 7 WEEK 8 WEEK 9 WEEK 10 WEEK 11 WEEK 12 Business Analysis and Validation Client Experience Assessment Current State Digital/CX Capabilities Business Analysis and ValidationBusiness Analysis and ValidationBusiness Analysis and ValidationBusiness Analysis & Validation Future State Digital/CX Capabilities Client Personas & Journey Mapping Strategic Scenario Development Initiative Scope, Prioritization, Quick Wins Governance & Org Considerations Client Experience Program Planning Roadmap Development Digital + Content Program Embed Weekly Status Meeting Stakeholders Meeting Executive Team Meeting Facilitated Workshop
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !4 AGENDA • Becoming a more modern, digital, relationship-based firm focused around the client experience • Working together in pursuit of our digital, client experience vision • Solidifying our plan for operating a firm-wide CX transformation • Embedding the transformation into our culture and ensuring a successful program launch • Providing directional confidence about how to be a leader in the accounting profession by differentiating through better client experience
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !5 “How can we become a more modern, digital, relationship-based firm focused around the client experience?”
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS CLIENT EXPERIENCE PROGRAM :: 2017 ©2017 /CX PILOTS | CONFIDENTIAL!6 KEY INSIGHTS • All of your clients are digital. It’s convenient for them. And they are waiting for you. • Every client relationship means more than the sum of their interactions and transactions with you. • Accounting firm clients and their broader cohort make more emotional decisions than rational. • Quantity doesn’t equal quality. • You consider yourselves digital but you aren’t moving at the speed of digital. Your opportunities to instill more trust, comfort, empathy and foresight into the experience are boundless.
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !7 COMPETITOR’S CX AGENDA Scale Digital Delivery & Adoption Enhance Online Experience Accelerate Core Business Accelerate Solutions Discovery Drive Efficiency & Growth Focus Amplifying Your Best Stories Shift to Online Demand Generation Improve Client Experiences Build a Digital Platform that Enables Deliver on Brand Promise Shift from Strategy to Execution Improve Staff/Partner Engagement Innovate out to the Edges Expand Breadth & Depth of Value Chain Increase Performance Measures Incorporate Performance Incentives Increase Power of Content Map Every Client Experience
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !8 CHARTING ADVANTAGE sustainableadvantage time } leader parity player staying the course table stakes Bogged down with tactical, break-fix projects. Intensifying focus on doing everything that everyone else is doing, only a few steps behind.Decides early to set a trajectory of its own. Demands bold, yet disciplined moves. Consciously deciding to focus on digital and client experience. Closing the “double client loop” in systematically collecting client feedback and scaling operations to address that feedback. Persistently mapping client journeys and investing in innovations and experience enhancements. New value is created by integrating feedback, client experience, and strategic content. Digital is the driver of that value.
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !9 SETTING PRELIMINARY CX GOALS GOALS POTENTIAL KPIs Drive efficiency and growth through current business model Accelerate core business systems of engagement Increase measurement effectiveness of client experience Increase certainty of strategic content that engages/enables Increase revenue/margin via enhanced client experience Deliver on the brand promise Spur innovation aligned with future client needs SHIFT: % of clients/prospects who want to engage online LIFT: conversion rate of prospects to clients SUPPORT: success rate of clients, effort score OPPORTUNITIES: from digital interactions, through more strategic and engaging content, partner solutions OPPORTUNITIES: sentiments/perceptions/desires from client feedback, higher success rate with proposals CERTAINTY: increased effectiveness of content that spurs curiosity, engagement and drives conversion SUCCESS: increased effectiveness of content that spurs curiosity, engagement and drives conversion EXPERIENCE: measurably-enhanced client experience, staff engagement, increase in brand equity GROWTH: increased client lifetime value, increase in revenue from new clients,
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !10 ENVISION THE CX STRATEGIC FRAMEWORK ENGAGE CLIENTS CLOSE FEEDBACK LOOP OPERATE THE PLATFORM ARCHITECT THE PLATFORM CONNECT OPTIMIZE INNOVATE Apply client experience principles and practices to engage clients in the brand Establish an ongoing dialog with clients to deepen relationships Offer contextually relevant experiences to the right client at the right time Create new value and experiences which inspire clients and employees and drive loyalty Consistently and tactfully gather client data with platforms that lead to insights Build and run an efficient, scalable and adaptable digital platform Apply architecture principles and practices to guide the enterprise through transformative change
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !11 ENVISION THE CX STRATEGIC FRAMEWORK: DETAILS ENGAGE CUSTOMERS CLOSE FEEDBACK LOOP OPERATE THE PLATFORM ARCHITECT THE PLATFORM CONNECT OPTIMIZE INNOVATE - Insights - Strategy -Design -Measurement - Culture - Cultivate 1:1 relationships - Merchandize offering - Drive conversions from trust - Provide more valuable answers - Enable sales and support teams - Strategic Inquiry - Insight creation - Closed feedback loops - Acting on data - Content - Services -Client -Thought leadership -Community -Campaign -Analytics - Search - Promote - Nurture - Personalize - Test, Learn, Adapt - Innovation Lab - Converged experiences - Connected services - Ecosystem activation - Strategy - Monitor performance -Manage portfolio -Animate & communicate -Asset performance
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !12 THE FUTURE ENGAGEMENT MODEL OF CLIENT EXPERIENCE SUPPORT INSPIRE EDUCATE EQUIP LeadershipTraining CultureCapabilities SUPPORT INSPIRE EQUIP EDUCATE Showcasing service-specific information and tools to support point-in-time needs and questions. Inspiring clients by showing the firm as innovators and global problem solvers and encouraging others to do the same. Living your firm’s brand. Providing clients with the right services and information at the right time in order to accomplish their goals faster. Optimizing the path to satisfaction—includes service merchandizing, tools, content and outcomes storytelling. Proactively providing information about advances in your field and how to use the firm’s services and solutions effectively. Service usage, targeting learning, outcome configuration, and content are all included. The future tells us that the perception of your value will eventually reach parity—which is why business leaders are telling us to drive differentiation on the basis of client experience. How are you preparing to differentiate at this intersection?
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !13 APPLYING THE CX ENGAGEMENT MODEL TO A USER TYPE Audience A Audience B Audience C Audience n A1 A2 A3 A4 B1 B2 B3 B4 C1 C2 C3 C4 n1 n2 n3 n4 Large bank, current client Technology integrator, new client New CPA services purchaser, current client MBA grad, firm seeker Audience User-type Goals/needs SUPPORT INSPIRE EDUCATE EQUIP LeadershipTraining CultureCapabilities EDUCATE Proactively providing information about advances in your field and how to use the firm’s services and solutions effectively. Service usage, targeting learning, outcome configuration, and content are all included. Identify priority elements and touch points, that is, where and how we will engage with this user type including marketing, sales, web, community, support, interactive content, mobile, partner stories, etc. CX is the process of becoming confident about how to proactively prepare for and adaptively react to every client interaction along with knowing which messages to offer to each user type in each situation to ensure their specific experience is positive.
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !14 THE CX PLATFORM ARCHETYPE STRATEGY: Define the Digital Client Experience Strategy Objective & Vision Definition Digital CX Strategic Framework Benchmarking / Measurement Approach Transformation Roadmap & Portfolio Plan Client Organization &Culture Digital Experience Data& Analytics PEOPLE: Govern the Digital Client Experience Strategy and Manage CX Transformation Transformation Roadmap Management Governance Change Management Value Creation Office Performance Management Staff Engagement PROCESS: Design the Digital Client Experience Process ALIGN Inspire Educate Equip Support PROMISE & DELIVER Design User Personas and Client Journeys Overlay Value Segmentation Define Adoption Targets Global Regional Web Events Insights Case Studies MR/PR Internal Intranet Collateral Sales Email CONTENT Client Feedback / Research / Data Gathering Webinars Training IR/AR Measure Build CCoE Support Improve DRIVE EXPERIENCE INNOVATION Design Thinking SUPPORT Prototyping Minimum Viable Product Communicate SUPPORT Educate Motivate Deploy Capabilities SUPPORT Test For Usability Digital Optimization DRIVE DIGITAL ADOPTION MANAGE DIGITAL EXPERIENCE COMPETITIVE RESEARCH DIGITAL CAPABILITIES: Enable Staff, Harness Collective Ambition,Groom Next-Gen Leaders Targeting Segmentation Support, Service Community Web Analytics Business Intelligence Search Enterprise Data Management Content Operations Digital Asset Management Innovation Management Client ID Management Emotional Intelligence Artificial Intelligence Ethnographic Research CX/Revenue Economics Strategy / Culture / Governance Digital Process, Content & Execution Digital CX CapabilitiesInnovation, Support & Management
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !15 CX PROGRAM GOVERNANCE DESIGN WHAT WILL WE DO? HOW WILL IT BE DONE? WHO WILL DO IT? Assess current state capabilities, develop a digital CX vision and plan initiatives to bridge the gaps. Define a governance model to guide decision making and promote collaboration between teams. Build a resource plan to enable execution of the firm’s digital/CX program embedded into the culture. 1. Analyze current state 2. Develop digital/CX vision 3. Define required capabilities 4. Create a digital/CX roadmap and action plan 1. Identify existing governance models and frameworks 2. Determine the objectives of governance for the firm 3. Design the governance model 4. Determine the level of interaction with existing governance models 1. Identify the current digital/CX organization 2. Design the target digital/CX organization 3. Define the specific points of accountability and align to roles THE OBJECTIVE OF GOVERNANCE: • To proactively manage and evolve the firm’s Client Experience • To drive the firm’s digital/CX transformation with deliberate urgency • To realize the anticipated business benefits of the firm’s digital/CX program • To drive business growth through digital/CX • To guide decision making out of confidence and certainty • To promote collaboration, communication, alignment across the entire firm • To leverage core disciplines (Client Experience, Modern Digital) across the enterprise GUIDING PRINCIPLES • Make it clear and simple • Promote transparency • Position as positive cultural change • Keep it balanced • Connect strategy to execution • Promote accountability • Measure and monitor performance • Drive efficiency • Reinforce action-orientation • Be agile, adaptive
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !16 CRITICAL COMPONENTS OF DIGITAL/CX PROGRAM GOVERNANCE SPONSORSHIP STRATEGIC DIRECTION INTEGRATION OF CORE DISCIPLINES PROGRAM EXECUTION STEADY FLOW OF CLIENT FEEDBACK Senior executive champions of the firm’s Digital/CX Program Cross-functional leadership team providing strategic direction and guidance Positioning Client Experience and Digital Centers of Excellence to guide strategy and execution Executing the firm’s CX and digital strategy through planned projects and adaptive teams Persistently harvest client feedback to provide directional confidence of the Digital/CX change
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !17 DIGITAL/CX GOVERNANCE MODEL EXECUTIVE SPONSORS CLIENT EXPERIENCE CoE DIGITAL CoE DIGITAL / CX LEADERSHIP COUNCIL DIGITAL / CX TRANSFORMATION TEAM ADAPTIVE TEAMS PROJECT TEAMS Digital/CX Governance is a teaming structure for operationalizing the firm’s digital/CX strategy.
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !18 DIGITAL/CX GOVERNANCE MODEL EXECUTIVE SPONSORS CLIENT EXPERIENCE CoE DIGITAL CoE DIGITAL / CX LEADERSHIP COUNCIL DIGITAL / CX TRANSFORMATION TEAM ADAPTIVE TEAMS PROJECT TEAMS Digital/CX Governance model provides a blueprint for how the firm will work together in pursuit of the Digital/CX vision. • Champion the firm’s Digital/CX Program • Articulate Digital/CX vision and goals • Monitor performance • Own Digital/CX Strategy and program plan • Establish policies, standards and guidelines • Monitor program execution results • Monitor firm’s Digital/CX program and adaptive team results • Propose, prioritize and align new projects in support of the program • Decide execution path either through project or adoptive teams • Continually improve client experience • Translate insights into action • Identify and fix points of improvement • Plan and execute projects • Report project status inform guide • Approve strategy and plan • Allocate funds • Approve projects • Allocate resources • Guide execution • Ensure resource/plan alignment • Update strategy • Share scorecard • Escalate issues • Propose projects • Share status • Identify issues • Report status • Identify issues
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !19 DIGITAL/CX GOVERNANCE MODEL Executive sponsors are the visible champions of the firm’s Digital/CX transformation. As champions, they articulate a compelling vision and goals for the firm and ensure all parties remain accountable. Primary Purpose: Sponsorship Primary Purpose: • Champion the firm’s Digital/CX program • Establish program vision and goals • Approve digital strategy & program plan • Secure funding for digital program • Commission and support Digital/CX Governance • Monitor overall performance of firm’s Digital/CX program Participants: CEO, COO, CFO, CMO, CIO, CHRO Meeting Frequency: Quarterly • The firm’s Digital/CX program status • Corporate strategy • New business developments • Digital/CX strategy, program plan • Funding requests INPUTS •The firm’s Digital/CX program status >> Operations review • Updated Digital/CX strategy and plan • Funding and resource allocation • Areas of impact to Digital/CX AGENDA • The firm’s Digital/CX vision and goals •Digital/CX strategy and program plan validation • Firm’s Digital/CX funding approval •Established points of performance measurement OUTPUTS
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !20 DIGITAL/CX GOVERNANCE MODEL The Digital/CX Leadership Council provides ongoing direction and guidance for the firm’s Digital/CX transformation. They guide the annual strategic planning process and ensure that policies, practices and resources are aligned to achieve the vision and goals established for the firm’s Digital/CX program. Primary Purpose: Strategic direction and guidance Primary Purpose: • Guide development of Digital/CX strategy and program plan • Ensure effectiveness of Digital/CX governance model; adjust as needed • Allocate resources to execute Digital/CX strategy • Identify emerging opportunities and risks • Establish policies, standards and guidelines • Monitor digital execution results Participants: CEO, Business stakeholders, CX CoE lead, Digital CoE lead, Digital marketing lead, Project management lead Meeting Frequency: Monthly • The firm’s Digital/CX program status • Digital/CX strategy, proposed plans • Items requiring guidance/decisons INPUTS •The firm’s Digital/CX status review • Emerging opportunities and risks • Digital/CX strategy and plan •Special topics (e/g: client feedback insights readout) AGENDA •The firm’s Digital/CX strategy and program plan •Digital/CX scorecard (updated monthly) •Digital/CX policies, standards, guidelines •Decisions on escalated items •Resource allocation OUTPUTS
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !21 DIGITAL/CX GOVERNANCE MODEL The Client Experience CoE (Center of Excellence) develops the capabilities required to deliver the best-in-class Client Experience. They also serve to inform strategy and guide execution. Primary Purpose: Develop Client Experience capabilities Primary Purpose: • Develop capabilities required to deliver best-in-class client experience • Inform Digital/CX Leadership Council in strategy development • Identify opportunities and threats – from a client experience perspective • Guide Digital Transformation Team, Adaptive Teams and Project Teams in execution Participants: CX CoE lead, Project management lead, CX CoE team: (Insight, Strategy, Design, Measurement, Culture) Meeting Frequency: Bi-weekly The set of practices required to create a clear, consistent, and accurate picture of target clients and the experiences they want, keeping a constant pulse on changing customer expectations through actionable client feedback INSIGHTS The set of practices required to define a clear vision of the experience the firm seeks to deliver, linking it to the company’s brand and using it to guide the activities of the organization STRATEGY The set of practices required to determine the end-to- end client experience across all solutions, products, services and channels based on client needs and brand values DESIGN The set of practices required to measure client experience quality on an ongoing basis across the entire firm and the use of that data to drive continuous improvement; also measures success of the Digital/CX program MEASUREMENT The programs, communications and training required to create and maintain a culture in which delivering a great client experience is embedded in the organization’s DNA CULTURE Client Experience CoE Capabilities
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !22 INSIGHTS STRATEGY DESIGN MEASUREMENT CULTURE DIGITAL/CX GOVERNANCE INTEROPERABILITY As a system of integrated capabilities, practices within the CX CoE interact regularly with each other and with key corporate functions. FIRM STRATEGY CLIENT FEEDBACK ANALYTICS BRAND HR MARKETINGIT OPERATIONS SALES/BD Capture and share qualitative and quantitative insights by audience and customer type Inform strategy with the latest client understanding Align Digital/CX strategy with corporate strategy and brand strategy Ensure that CX design is not only on-brand, but that it fully expresses the brand at key moments of truth. Visualize and communicate CX vision, strategy and plan in a way that gets used Identify the nature and scope of change to be managed throughout the Digital/CX journey Ensure measurement is aligned with strategy, business case, and benefits realization Determine how best to measure against established KPIs Inform HR policies and practices that impact CX; align incentives and rewards for accountability Persistently monitor staff engagement along Digital/CX transformation journey
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !23 DIGITAL/CX GOVERNANCE MODEL The Digital CoE (Center of Excellence) develops the capabilities required to deliver the best-in- class Digital. They also serve to inform strategy and guide technology, data and platform execution. Primary Purpose: Develop Digital/tech/data capabilities Primary Purpose: • Develop digital and technology capabilities required to guide enterprise through transformative change • Inform Digital/CX Leadership Council in strategy development • Identify opportunities and threats – from an technology perspective • Guide Digital/CX Transformation Team, Adaptive Teams and Project Teams in execution • Establish standards, guidelines and best-in-class practices for data, technology and platform management
 Participants: Digital CoE lead, Project management lead, Digital CoE team: (Strategy, Performance monitoring, Tech ops, Data management) Meeting Frequency: Bi-weekly Strategic directions of IT to meet business objectives in the medium and long term. STRATEGY Provides a concrete and tangible milestone on the way to achieving the Enterprise Architecture objectives MONITOR PERFORMANCE Operational processes to maintain and control coherence with architecture standards within the enterprise The setting up of a global community of Enterprise technology and data architects across the enterprise Enrichment of standards, rules, reference architectures and standardized software components, which are core to the Digital/CX program Digital CoE Capabilities TECHNOLOGY OPERATIONS ANIMATE & COMMUNICATE ASSET MANAGEMENT
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !24 DIGITAL/CX GOVERNANCE MODEL The Digital/CX Transformation Team is accountable for executing the firm’s Digital/CX strategy and plan. They oversee execution of the Digital/CX strategy and program plan through both planned projects as well as adaptive teams. Primary Purpose: Digital/CX program execution Primary Purpose: • Manage the firm’s Digital/CX program; prioritize and align projects • Manage partners and service providers • Execute digital/CX strategy through project teams and adaptive teams • Accountable for the persistent collection of client feedback • Liaises with Marketing, Sales, Operations and HR to align Digital/CX content to client needs Participants: CX CoE lead, Digital CoE lead, Project management lead, Marketing director, Channel sales/BD director, HR manager, Operations manager, Strategic content lead, Client feedback lead, others TBD Meeting Frequency: Bi-weekly • Digital/CX strategy and program plan • Resources from CX CoE and Digital CoE: standards, guidelines, tools, etc. • Program status from Digital PMOs INPUTS • Digital/CX program status update • Update on adaptive teams • Project alignment and prioritization • Resource requirements AGENDA • The firm’s Digital/CX program status •Adaptive teams update • Proposed and prioritized projects • Ongoing risks and mitigation plans OUTPUTS
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !25 DIGITAL/CX GOVERNANCE MODEL The Adaptive Teams drive continual improvement of the firm’s client experience. They translate fresh client insights into action, often delivering results within days. Primary Purpose: Continuous improvement of client experience Primary Purpose: • Translate insights into actions from client feedback • Execute on new customer insights • Manage roster of pop-up projects escalated by other teams Participants: Self-directed adaptive team Meeting Frequency: Daily agile scrum approach • Client insights • Escalated/triaged projects INPUTS • Immediate results • New insights • Next actions AGENDA • Measurable enhancements to client experience • Executed actions from key insights derived from client feedback OUTPUTS
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !26 DIGITAL/CX GOVERNANCE MODEL The Project Teams execute planned projects on-time, on-budget, on-strategy. Primary Purpose: Executing projects defined in the program plan Primary Purpose: • Create project plan aligned with Digital strategy and program plan • Identify and secure required resources • Identify and manage key questions, issues and risks • Execute project on-strategy, on-time, on-budget • Report project status Participants: Project leads, project team members Meeting Frequency: Weekly • Digital strategy and program plan (including project description) • Resources from CE CoE and EA CoE: standards, guidelines, tools, etc. 
 INPUTS • Overall project status • Workstream status • Key questions, issues, risks • Action items AGENDA • Project deliverables • Project health monitoring • Project status reports OUTPUTS
CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !27 DIGITAL/CX GOVERNANCE MODEL When fully activated, each component of the model will play a role in the annual process. 1. Gather feedback, understand client needs 2. Create Digital/CX strategy, plan and roadmap 3. Approve strategy, plan and roadmap, secure funding 4. Execute Digital/CX strategy and plan 5. Monitor performance, adapt and iterate annual cycle Groups involved at each step of the annual process 
 Key activities and business value • CX Insights (primary) • CX Design • Adaptive Teams • Digital Leadership Council • Digital/CX Strategy (primary) • Digital Strategy • CX Insights • CX Design • Executive Sponsors • Digital/CX Leadership Council • CX Strategy • Digital Strategy • Digital/CX Transformation Team (primarily) • CX CoE, Digital CoE • Project Teams • Adaptive Teams • Executive Sponsors • Digital Leadership Council • CX CoE, Digital CoE • Digital/CX Transformation Team Develop deep client insights through qualitative and quantitative research, hypotheses formulation and testing to create a clear view of the client as an input to strategy formulation. Formulate a Digital/CX strategy that not only meets client goals and exceeds expectations, but that also enables corporate and business unit strategic objectives. Align timing of approval process with capital allocation and budgeting processes, so that Executive Sponsors can more easily evaluate the proposal in the context of other investment opportunities. Execute the Digital/CX strategy through Project Teams and Adaptive Teams, delivering results on-time, on- budget, and on-strategy. Allow Centers of Excellence to guide execution. Monitor performance, continually reviewing the firm’s Digital/CX scorecard and program status. Confirm realization of anticipated business benefits.
Thank you Digital + CX Governance Workshop For Accounting Firms CLIENT EXPERIENCE PROGRAM :: 2017 ©2017 /CX PILOTS | CONFIDENTIAL!28 DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS Contact: Steven Keith CX Pilots steven@cxpilots.com (919) 771-5219 @cx_pilots

More Related Content

PPTX
Brand experience – a Ticketmaster Case Study
byQualtrics
 
PDF
Designing Cultural Obsession into a CX Transformation
byCX Pilots
 
PDF
How to Measure-and-Prove-the ROI of Customer Experience (CX)
byMichael Hinshaw, CEO McorpCX
 
PDF
Customer Journey Measurement: 5 Steps to Analyze & Improve CX the Right Way
byPointillist
 
PPTX
QuestionPro - Introduction to Customer Experience Part 2: Customer Journey Ma...
byQuestionPro
 
PDF
BUILDING YOUR CX STRATEGY: SEVEN DIMENSIONS FOR SUCCESS
byCorey Miller
 
PPTX
The 5 Competencies for Customer Journey Mapping
byQualtrics
 
PDF
Creating The Best Customer Experience CX Strategy Complete Decks
bySlideTeam
 
Brand experience – a Ticketmaster Case Study
byQualtrics
 
Designing Cultural Obsession into a CX Transformation
byCX Pilots
 
How to Measure-and-Prove-the ROI of Customer Experience (CX)
byMichael Hinshaw, CEO McorpCX
 
Customer Journey Measurement: 5 Steps to Analyze & Improve CX the Right Way
byPointillist
 
QuestionPro - Introduction to Customer Experience Part 2: Customer Journey Ma...
byQuestionPro
 
BUILDING YOUR CX STRATEGY: SEVEN DIMENSIONS FOR SUCCESS
byCorey Miller
 
The 5 Competencies for Customer Journey Mapping
byQualtrics
 
Creating The Best Customer Experience CX Strategy Complete Decks
bySlideTeam
 

What's hot

PPTX
Lior Arussy en el VII Congreso DEC | The Experience Evolution
byAsociación DEC
 
PPTX
MCorpCX Webinar Sept 2019 | From Journey Maps to Real Experiences
byMichael Hinshaw, CEO McorpCX
 
PPTX
MCorpCX Webinar Nov 2019 | Boost Ypur CX ROI with CX Tech in 2020
byMichael Hinshaw, CEO McorpCX
 
PPTX
Qualtrics CX Live Auckland
byEileen Racca
 
PPSX
CONSULTATIVE MARKETERS AND DIGITAL MEDIA PUBLISHERS
byAjeesh Venugopalan
 
PDF
7 Capabilities of Companies That Are Killing It in CX
byPerficient, Inc.
 
PPTX
inQuba: From Customer Journey Mapping to Journey Orchestration [Aus Webinar]
byAntony Adelaar
 
PPTX
Boosting Insurance Client Acquisition & Retention using Journey Management us...
byAntony Adelaar
 
PPS
Quantica Construction Search
byQSSCONSTRUCT
 
PDF
Cintas: Chris Duffy
byGamePlanConference
 
PPTX
inQuba: From Customer Journey Mapping to Journey Orchestration [SA Webinar]
byAntony Adelaar
 
PDF
Contact center opportunity
byPivotal CRM
 
PDF
Getting from Zero to Digital_July15
byAlex Bombeck
 
PDF
#C817 customer experience transformation on 15-16, 17 july 2014, organised by...
byNavik Numsiang
 
PDF
Customer Experience Strategy: Exploring Success Factors
byClearAction
 
PDF
Keys to CX Success
byDave Lewan
 
PDF
NorthHighland_CustomerExperience_WhitePaper_US_Final
byAlex Bombeck
 
PDF
Customer Experience (cx) vs. Customer Service: and How Both are Important
byNaina Rajput
 
PDF
25 Lenses for Customer Experience - Peopledesign
byPeopledesign
 
PDF
Seo+for+agencies+2014
byConnecticut SEO Experts
 
Lior Arussy en el VII Congreso DEC | The Experience Evolution
byAsociación DEC
 
MCorpCX Webinar Sept 2019 | From Journey Maps to Real Experiences
byMichael Hinshaw, CEO McorpCX
 
MCorpCX Webinar Nov 2019 | Boost Ypur CX ROI with CX Tech in 2020
byMichael Hinshaw, CEO McorpCX
 
Qualtrics CX Live Auckland
byEileen Racca
 
CONSULTATIVE MARKETERS AND DIGITAL MEDIA PUBLISHERS
byAjeesh Venugopalan
 
7 Capabilities of Companies That Are Killing It in CX
byPerficient, Inc.
 
inQuba: From Customer Journey Mapping to Journey Orchestration [Aus Webinar]
byAntony Adelaar
 
Boosting Insurance Client Acquisition & Retention using Journey Management us...
byAntony Adelaar
 
Quantica Construction Search
byQSSCONSTRUCT
 
Cintas: Chris Duffy
byGamePlanConference
 
inQuba: From Customer Journey Mapping to Journey Orchestration [SA Webinar]
byAntony Adelaar
 
Contact center opportunity
byPivotal CRM
 
Getting from Zero to Digital_July15
byAlex Bombeck
 
#C817 customer experience transformation on 15-16, 17 july 2014, organised by...
byNavik Numsiang
 
Customer Experience Strategy: Exploring Success Factors
byClearAction
 
Keys to CX Success
byDave Lewan
 
NorthHighland_CustomerExperience_WhitePaper_US_Final
byAlex Bombeck
 
Customer Experience (cx) vs. Customer Service: and How Both are Important
byNaina Rajput
 
25 Lenses for Customer Experience - Peopledesign
byPeopledesign
 
Seo+for+agencies+2014
byConnecticut SEO Experts
 

Similar to Client experience Workshop for Accounting Firms

PDF
How Architecture, Engineering and Construction (AEC) firms design Client Expe...
byCX Pilots
 
PDF
Client Experience for Professional Services - Keynote
byCX Pilots
 
PDF
Eight Success Factors of Digital Transformation by Brian Solis
byBrian Solis
 
PPTX
Empired Convergence 2017 - Transforming you customer experience
byEmpired
 
PPTX
Digital Customer Experience
byBPMInstitute.org
 
PDF
Going Social…Business Boon or Bust? Aligning Customer Experience and Workforc...
byKrossing
 
PDF
How Customer Experience Drives Digital Transformation
byPerficient, Inc.
 
PDF
Accenture: Bennet Harvey
byGamePlanConference
 
PDF
New Approach to Customer Experience Management
byCX Pilots
 
PPTX
Charles Weiser, Optus
byHilary Ip
 
PDF
Unlocking the value of customer (or citizen) experience (Cx)
byLaurie Desautels
 
PDF
Significance of CCXP Certification
byAndrew Gardner, CCXP
 
PDF
Digital Foundations to Transform Customer Experiences Through Process Optimiz...
byJared Hill
 
PPTX
inQuba: The Science of Retaining Customers in Financial Services [US Webinar]
byAntony Adelaar
 
PDF
Why, When and How Do I Start a Digital Transformation?
byAcquia
 
PPTX
What is the CxC Customer Experience Matrix ClientxClient ph9083503012
byClient X Client
 
PDF
7 CX Lessons For A Successful Digital Transformation
byTata Consultancy Services
 
PDF
7 cx-lessons-final
bySwagatika Nanda
 
PPTX
CX and UX: A Marriage Made in Heaven
byAvtex
 
PDF
cxpa-whos-who-of-cx-final.original
byKarl Sharicz
 
How Architecture, Engineering and Construction (AEC) firms design Client Expe...
byCX Pilots
 
Client Experience for Professional Services - Keynote
byCX Pilots
 
Eight Success Factors of Digital Transformation by Brian Solis
byBrian Solis
 
Empired Convergence 2017 - Transforming you customer experience
byEmpired
 
Digital Customer Experience
byBPMInstitute.org
 
Going Social…Business Boon or Bust? Aligning Customer Experience and Workforc...
byKrossing
 
How Customer Experience Drives Digital Transformation
byPerficient, Inc.
 
Accenture: Bennet Harvey
byGamePlanConference
 
New Approach to Customer Experience Management
byCX Pilots
 
Charles Weiser, Optus
byHilary Ip
 
Unlocking the value of customer (or citizen) experience (Cx)
byLaurie Desautels
 
Significance of CCXP Certification
byAndrew Gardner, CCXP
 
Digital Foundations to Transform Customer Experiences Through Process Optimiz...
byJared Hill
 
inQuba: The Science of Retaining Customers in Financial Services [US Webinar]
byAntony Adelaar
 
Why, When and How Do I Start a Digital Transformation?
byAcquia
 
What is the CxC Customer Experience Matrix ClientxClient ph9083503012
byClient X Client
 
7 CX Lessons For A Successful Digital Transformation
byTata Consultancy Services
 
7 cx-lessons-final
bySwagatika Nanda
 
CX and UX: A Marriage Made in Heaven
byAvtex
 
cxpa-whos-who-of-cx-final.original
byKarl Sharicz
 

More from CX Pilots

PDF
Cx Pilots Ikigai- How To Hack Employee Engagement
byCX Pilots
 
PPT
Antigency: Using Corporate Antigens to See Around Corners
byCX Pilots
 
PDF
Cx Pilots Modular CX Deployment Roadmap
byCX Pilots
 
PDF
Of strategies deliberate and emergent - Henry Mintzberg
byCX Pilots
 
PDF
The Rising Importance of CX in Financial Services
byCX Pilots
 
PDF
CX Pilots Company X: A Company Journey
byCX Pilots
 
PDF
CMOs Customer Experience Program Playbook
byCX Pilots
 
PDF
Customer Experience Culture Change Radar
byCX Pilots
 
PDF
Enterprise Marketing Simplification Compass
byCX Pilots
 
PDF
Enterprise Simplification Opportunity Finder
byCX Pilots
 
Cx Pilots Ikigai- How To Hack Employee Engagement
byCX Pilots
 
Antigency: Using Corporate Antigens to See Around Corners
byCX Pilots
 
Cx Pilots Modular CX Deployment Roadmap
byCX Pilots
 
Of strategies deliberate and emergent - Henry Mintzberg
byCX Pilots
 
The Rising Importance of CX in Financial Services
byCX Pilots
 
CX Pilots Company X: A Company Journey
byCX Pilots
 
CMOs Customer Experience Program Playbook
byCX Pilots
 
Customer Experience Culture Change Radar
byCX Pilots
 
Enterprise Marketing Simplification Compass
byCX Pilots
 
Enterprise Simplification Opportunity Finder
byCX Pilots
 

Recently uploaded

DOCX
Buying Telegram Accounts for Channels & Groups_ Old & New in the US.docx
byGoogle Business Site is usaallhub
 
PDF
Buy TikTok Seller Account in usa 2026.pdf
bysy33nn1pvm0ykdle9x4r
 
PDF
David Slone Denver - President Of Lead 2 Serve
byDavid Slone Denver
 
PDF
Buy Google Ads Accounts_ A Conservative Guide for Everyday.pdf
byUSAALLHUB Digital Marketer in 2026
 
PDF
Top 7 SItes to Buy Verified Cash App Accounts for Online ....pdf
by4b6fi2jol3skajahxend
 
PPTX
Compassionate Care for Families, Seniors, and Patients
byaidanbutler4355
 
PDF
Buy TikTok Shop accounts & Twitter accounts in 2026..pdf
bygetsmmpro getsmmpro
 
DOCX
How to buy Yahoo accounts and Outlook accounts in 2026..docx
bygetsmmpro getsmmpro
 
PDF
Shipping Company in Bangalore - Easyway 2025Logistics_.pdf
byEasyway Logistics
 
PDF
The Best Marketplaces to Buy and Sell Snapchat Accounts ....pdf
bysy33nn1pvm0ykdle9x4r
 
PDF
Dimi Design Intelligence Addendum, All Parts.pdf
byBrij Consulting, LLC
 
PDF
Top 10 Sites To Buy Verified Binance Accounts.pdf
byndsfcm3nubx18jc4s6f4
 
PDF
The Global Success Review: Abdullah Inayat For Top Business Leaders Redefinin...
byThe Global Success Review Magazine
 
PDF
GLIMPSE OF 2025 -- TECH EHS Solution | 18 Years of EHS Experties
byTECH EHS Solution
 
PDF
Comments on Dimi Design Intelligence Addendum, All Parts.pdf
byBrij Consulting, LLC
 
PDF
Capital One Bank – Best Selling Online Banking PHP Script.pdf
by4b6fi2jol3skajahxend
 
PDF
How to purchase a safely verified Chime bank account ....pdf
byndsfcm3nubx18jc4s6f4
 
PDF
How to Buy Verified Cash App Account.pdf
bymarketing
 
DOCX
How to Get a Verified Wise Account_ A Complete Buying 2026.docx
byDigital marketimg USA
 
PDF
Online 24 Best Consider To Buy LinkedIn Account Services .pdf
byGoogle Business Site is usaallhub
 
Buying Telegram Accounts for Channels & Groups_ Old & New in the US.docx
byGoogle Business Site is usaallhub
 
Buy TikTok Seller Account in usa 2026.pdf
bysy33nn1pvm0ykdle9x4r
 
David Slone Denver - President Of Lead 2 Serve
byDavid Slone Denver
 
Buy Google Ads Accounts_ A Conservative Guide for Everyday.pdf
byUSAALLHUB Digital Marketer in 2026
 
Top 7 SItes to Buy Verified Cash App Accounts for Online ....pdf
by4b6fi2jol3skajahxend
 
Compassionate Care for Families, Seniors, and Patients
byaidanbutler4355
 
Buy TikTok Shop accounts & Twitter accounts in 2026..pdf
bygetsmmpro getsmmpro
 
How to buy Yahoo accounts and Outlook accounts in 2026..docx
bygetsmmpro getsmmpro
 
Shipping Company in Bangalore - Easyway 2025Logistics_.pdf
byEasyway Logistics
 
The Best Marketplaces to Buy and Sell Snapchat Accounts ....pdf
bysy33nn1pvm0ykdle9x4r
 
Dimi Design Intelligence Addendum, All Parts.pdf
byBrij Consulting, LLC
 
Top 10 Sites To Buy Verified Binance Accounts.pdf
byndsfcm3nubx18jc4s6f4
 
The Global Success Review: Abdullah Inayat For Top Business Leaders Redefinin...
byThe Global Success Review Magazine
 
GLIMPSE OF 2025 -- TECH EHS Solution | 18 Years of EHS Experties
byTECH EHS Solution
 
Comments on Dimi Design Intelligence Addendum, All Parts.pdf
byBrij Consulting, LLC
 
Capital One Bank – Best Selling Online Banking PHP Script.pdf
by4b6fi2jol3skajahxend
 
How to purchase a safely verified Chime bank account ....pdf
byndsfcm3nubx18jc4s6f4
 
How to Buy Verified Cash App Account.pdf
bymarketing
 
How to Get a Verified Wise Account_ A Complete Buying 2026.docx
byDigital marketimg USA
 
Online 24 Best Consider To Buy LinkedIn Account Services .pdf
byGoogle Business Site is usaallhub
 

Client experience Workshop for Accounting Firms

  • 1.
    CLIENT EXPERIENCE Digital + CXGovernance Workshop For Accounting Firms ©2017 /CX PILOTS | CONFIDENTIAL!1 CLIENT EXPERIENCE PROGRAM :: 2018 DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS
  • 2.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !2 Statistically, 75% of firm-wide CX Transformation efforts fail to produce the intended results. The question is, if virtually everyone is using the same approach to strategy and process, how could this be true? THE ANSWER LIES IN GOVERNANCE.
  • 3.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS CLIENT EXPERIENCE PROGRAM :: 2018 ©2017 /CX PILOTS | CONFIDENTIAL!3 12 WEEK RESET ENVISION ALIGN ENABLE WEEK 1 WEEK 2 WEEK 3 WEEK 4 WEEK 5 WEEK 6 WEEK 7 WEEK 8 WEEK 9 WEEK 10 WEEK 11 WEEK 12 Business Analysis and Validation Client Experience Assessment Current State Digital/CX Capabilities Business Analysis and ValidationBusiness Analysis and ValidationBusiness Analysis and ValidationBusiness Analysis & Validation Future State Digital/CX Capabilities Client Personas & Journey Mapping Strategic Scenario Development Initiative Scope, Prioritization, Quick Wins Governance & Org Considerations Client Experience Program Planning Roadmap Development Digital + Content Program Embed Weekly Status Meeting Stakeholders Meeting Executive Team Meeting Facilitated Workshop
  • 4.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !4 AGENDA • Becoming a more modern, digital, relationship-based firm focused around the client experience • Working together in pursuit of our digital, client experience vision • Solidifying our plan for operating a firm-wide CX transformation • Embedding the transformation into our culture and ensuring a successful program launch • Providing directional confidence about how to be a leader in the accounting profession by differentiating through better client experience
  • 5.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !5 “How can we become a more modern, digital, relationship-based firm focused around the client experience?”
  • 6.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS CLIENT EXPERIENCE PROGRAM :: 2017 ©2017 /CX PILOTS | CONFIDENTIAL!6 KEY INSIGHTS • All of your clients are digital. It’s convenient for them. And they are waiting for you. • Every client relationship means more than the sum of their interactions and transactions with you. • Accounting firm clients and their broader cohort make more emotional decisions than rational. • Quantity doesn’t equal quality. • You consider yourselves digital but you aren’t moving at the speed of digital. Your opportunities to instill more trust, comfort, empathy and foresight into the experience are boundless.
  • 7.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !7 COMPETITOR’S CX AGENDA Scale Digital Delivery & Adoption Enhance Online Experience Accelerate Core Business Accelerate Solutions Discovery Drive Efficiency & Growth Focus Amplifying Your Best Stories Shift to Online Demand Generation Improve Client Experiences Build a Digital Platform that Enables Deliver on Brand Promise Shift from Strategy to Execution Improve Staff/Partner Engagement Innovate out to the Edges Expand Breadth & Depth of Value Chain Increase Performance Measures Incorporate Performance Incentives Increase Power of Content Map Every Client Experience
  • 8.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !8 CHARTING ADVANTAGE sustainableadvantage time } leader parity player staying the course table stakes Bogged down with tactical, break-fix projects. Intensifying focus on doing everything that everyone else is doing, only a few steps behind.Decides early to set a trajectory of its own. Demands bold, yet disciplined moves. Consciously deciding to focus on digital and client experience. Closing the “double client loop” in systematically collecting client feedback and scaling operations to address that feedback. Persistently mapping client journeys and investing in innovations and experience enhancements. New value is created by integrating feedback, client experience, and strategic content. Digital is the driver of that value.
  • 9.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !9 SETTING PRELIMINARY CX GOALS GOALS POTENTIAL KPIs Drive efficiency and growth through current business model Accelerate core business systems of engagement Increase measurement effectiveness of client experience Increase certainty of strategic content that engages/enables Increase revenue/margin via enhanced client experience Deliver on the brand promise Spur innovation aligned with future client needs SHIFT: % of clients/prospects who want to engage online LIFT: conversion rate of prospects to clients SUPPORT: success rate of clients, effort score OPPORTUNITIES: from digital interactions, through more strategic and engaging content, partner solutions OPPORTUNITIES: sentiments/perceptions/desires from client feedback, higher success rate with proposals CERTAINTY: increased effectiveness of content that spurs curiosity, engagement and drives conversion SUCCESS: increased effectiveness of content that spurs curiosity, engagement and drives conversion EXPERIENCE: measurably-enhanced client experience, staff engagement, increase in brand equity GROWTH: increased client lifetime value, increase in revenue from new clients,
  • 10.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !10 ENVISION THE CX STRATEGIC FRAMEWORK ENGAGE CLIENTS CLOSE FEEDBACK LOOP OPERATE THE PLATFORM ARCHITECT THE PLATFORM CONNECT OPTIMIZE INNOVATE Apply client experience principles and practices to engage clients in the brand Establish an ongoing dialog with clients to deepen relationships Offer contextually relevant experiences to the right client at the right time Create new value and experiences which inspire clients and employees and drive loyalty Consistently and tactfully gather client data with platforms that lead to insights Build and run an efficient, scalable and adaptable digital platform Apply architecture principles and practices to guide the enterprise through transformative change
  • 11.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !11 ENVISION THE CX STRATEGIC FRAMEWORK: DETAILS ENGAGE CUSTOMERS CLOSE FEEDBACK LOOP OPERATE THE PLATFORM ARCHITECT THE PLATFORM CONNECT OPTIMIZE INNOVATE - Insights - Strategy -Design -Measurement - Culture - Cultivate 1:1 relationships - Merchandize offering - Drive conversions from trust - Provide more valuable answers - Enable sales and support teams - Strategic Inquiry - Insight creation - Closed feedback loops - Acting on data - Content - Services -Client -Thought leadership -Community -Campaign -Analytics - Search - Promote - Nurture - Personalize - Test, Learn, Adapt - Innovation Lab - Converged experiences - Connected services - Ecosystem activation - Strategy - Monitor performance -Manage portfolio -Animate & communicate -Asset performance
  • 12.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !12 THE FUTURE ENGAGEMENT MODEL OF CLIENT EXPERIENCE SUPPORT INSPIRE EDUCATE EQUIP LeadershipTraining CultureCapabilities SUPPORT INSPIRE EQUIP EDUCATE Showcasing service-specific information and tools to support point-in-time needs and questions. Inspiring clients by showing the firm as innovators and global problem solvers and encouraging others to do the same. Living your firm’s brand. Providing clients with the right services and information at the right time in order to accomplish their goals faster. Optimizing the path to satisfaction—includes service merchandizing, tools, content and outcomes storytelling. Proactively providing information about advances in your field and how to use the firm’s services and solutions effectively. Service usage, targeting learning, outcome configuration, and content are all included. The future tells us that the perception of your value will eventually reach parity—which is why business leaders are telling us to drive differentiation on the basis of client experience. How are you preparing to differentiate at this intersection?
  • 13.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !13 APPLYING THE CX ENGAGEMENT MODEL TO A USER TYPE Audience A Audience B Audience C Audience n A1 A2 A3 A4 B1 B2 B3 B4 C1 C2 C3 C4 n1 n2 n3 n4 Large bank, current client Technology integrator, new client New CPA services purchaser, current client MBA grad, firm seeker Audience User-type Goals/needs SUPPORT INSPIRE EDUCATE EQUIP LeadershipTraining CultureCapabilities EDUCATE Proactively providing information about advances in your field and how to use the firm’s services and solutions effectively. Service usage, targeting learning, outcome configuration, and content are all included. Identify priority elements and touch points, that is, where and how we will engage with this user type including marketing, sales, web, community, support, interactive content, mobile, partner stories, etc. CX is the process of becoming confident about how to proactively prepare for and adaptively react to every client interaction along with knowing which messages to offer to each user type in each situation to ensure their specific experience is positive.
  • 14.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !14 THE CX PLATFORM ARCHETYPE STRATEGY: Define the Digital Client Experience Strategy Objective & Vision Definition Digital CX Strategic Framework Benchmarking / Measurement Approach Transformation Roadmap & Portfolio Plan Client Organization &Culture Digital Experience Data& Analytics PEOPLE: Govern the Digital Client Experience Strategy and Manage CX Transformation Transformation Roadmap Management Governance Change Management Value Creation Office Performance Management Staff Engagement PROCESS: Design the Digital Client Experience Process ALIGN Inspire Educate Equip Support PROMISE & DELIVER Design User Personas and Client Journeys Overlay Value Segmentation Define Adoption Targets Global Regional Web Events Insights Case Studies MR/PR Internal Intranet Collateral Sales Email CONTENT Client Feedback / Research / Data Gathering Webinars Training IR/AR Measure Build CCoE Support Improve DRIVE EXPERIENCE INNOVATION Design Thinking SUPPORT Prototyping Minimum Viable Product Communicate SUPPORT Educate Motivate Deploy Capabilities SUPPORT Test For Usability Digital Optimization DRIVE DIGITAL ADOPTION MANAGE DIGITAL EXPERIENCE COMPETITIVE RESEARCH DIGITAL CAPABILITIES: Enable Staff, Harness Collective Ambition,Groom Next-Gen Leaders Targeting Segmentation Support, Service Community Web Analytics Business Intelligence Search Enterprise Data Management Content Operations Digital Asset Management Innovation Management Client ID Management Emotional Intelligence Artificial Intelligence Ethnographic Research CX/Revenue Economics Strategy / Culture / Governance Digital Process, Content & Execution Digital CX CapabilitiesInnovation, Support & Management
  • 15.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !15 CX PROGRAM GOVERNANCE DESIGN WHAT WILL WE DO? HOW WILL IT BE DONE? WHO WILL DO IT? Assess current state capabilities, develop a digital CX vision and plan initiatives to bridge the gaps. Define a governance model to guide decision making and promote collaboration between teams. Build a resource plan to enable execution of the firm’s digital/CX program embedded into the culture. 1. Analyze current state 2. Develop digital/CX vision 3. Define required capabilities 4. Create a digital/CX roadmap and action plan 1. Identify existing governance models and frameworks 2. Determine the objectives of governance for the firm 3. Design the governance model 4. Determine the level of interaction with existing governance models 1. Identify the current digital/CX organization 2. Design the target digital/CX organization 3. Define the specific points of accountability and align to roles THE OBJECTIVE OF GOVERNANCE: • To proactively manage and evolve the firm’s Client Experience • To drive the firm’s digital/CX transformation with deliberate urgency • To realize the anticipated business benefits of the firm’s digital/CX program • To drive business growth through digital/CX • To guide decision making out of confidence and certainty • To promote collaboration, communication, alignment across the entire firm • To leverage core disciplines (Client Experience, Modern Digital) across the enterprise GUIDING PRINCIPLES • Make it clear and simple • Promote transparency • Position as positive cultural change • Keep it balanced • Connect strategy to execution • Promote accountability • Measure and monitor performance • Drive efficiency • Reinforce action-orientation • Be agile, adaptive
  • 16.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !16 CRITICAL COMPONENTS OF DIGITAL/CX PROGRAM GOVERNANCE SPONSORSHIP STRATEGIC DIRECTION INTEGRATION OF CORE DISCIPLINES PROGRAM EXECUTION STEADY FLOW OF CLIENT FEEDBACK Senior executive champions of the firm’s Digital/CX Program Cross-functional leadership team providing strategic direction and guidance Positioning Client Experience and Digital Centers of Excellence to guide strategy and execution Executing the firm’s CX and digital strategy through planned projects and adaptive teams Persistently harvest client feedback to provide directional confidence of the Digital/CX change
  • 17.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !17 DIGITAL/CX GOVERNANCE MODEL EXECUTIVE SPONSORS CLIENT EXPERIENCE CoE DIGITAL CoE DIGITAL / CX LEADERSHIP COUNCIL DIGITAL / CX TRANSFORMATION TEAM ADAPTIVE TEAMS PROJECT TEAMS Digital/CX Governance is a teaming structure for operationalizing the firm’s digital/CX strategy.
  • 18.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !18 DIGITAL/CX GOVERNANCE MODEL EXECUTIVE SPONSORS CLIENT EXPERIENCE CoE DIGITAL CoE DIGITAL / CX LEADERSHIP COUNCIL DIGITAL / CX TRANSFORMATION TEAM ADAPTIVE TEAMS PROJECT TEAMS Digital/CX Governance model provides a blueprint for how the firm will work together in pursuit of the Digital/CX vision. • Champion the firm’s Digital/CX Program • Articulate Digital/CX vision and goals • Monitor performance • Own Digital/CX Strategy and program plan • Establish policies, standards and guidelines • Monitor program execution results • Monitor firm’s Digital/CX program and adaptive team results • Propose, prioritize and align new projects in support of the program • Decide execution path either through project or adoptive teams • Continually improve client experience • Translate insights into action • Identify and fix points of improvement • Plan and execute projects • Report project status inform guide • Approve strategy and plan • Allocate funds • Approve projects • Allocate resources • Guide execution • Ensure resource/plan alignment • Update strategy • Share scorecard • Escalate issues • Propose projects • Share status • Identify issues • Report status • Identify issues
  • 19.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !19 DIGITAL/CX GOVERNANCE MODEL Executive sponsors are the visible champions of the firm’s Digital/CX transformation. As champions, they articulate a compelling vision and goals for the firm and ensure all parties remain accountable. Primary Purpose: Sponsorship Primary Purpose: • Champion the firm’s Digital/CX program • Establish program vision and goals • Approve digital strategy & program plan • Secure funding for digital program • Commission and support Digital/CX Governance • Monitor overall performance of firm’s Digital/CX program Participants: CEO, COO, CFO, CMO, CIO, CHRO Meeting Frequency: Quarterly • The firm’s Digital/CX program status • Corporate strategy • New business developments • Digital/CX strategy, program plan • Funding requests INPUTS •The firm’s Digital/CX program status >> Operations review • Updated Digital/CX strategy and plan • Funding and resource allocation • Areas of impact to Digital/CX AGENDA • The firm’s Digital/CX vision and goals •Digital/CX strategy and program plan validation • Firm’s Digital/CX funding approval •Established points of performance measurement OUTPUTS
  • 20.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !20 DIGITAL/CX GOVERNANCE MODEL The Digital/CX Leadership Council provides ongoing direction and guidance for the firm’s Digital/CX transformation. They guide the annual strategic planning process and ensure that policies, practices and resources are aligned to achieve the vision and goals established for the firm’s Digital/CX program. Primary Purpose: Strategic direction and guidance Primary Purpose: • Guide development of Digital/CX strategy and program plan • Ensure effectiveness of Digital/CX governance model; adjust as needed • Allocate resources to execute Digital/CX strategy • Identify emerging opportunities and risks • Establish policies, standards and guidelines • Monitor digital execution results Participants: CEO, Business stakeholders, CX CoE lead, Digital CoE lead, Digital marketing lead, Project management lead Meeting Frequency: Monthly • The firm’s Digital/CX program status • Digital/CX strategy, proposed plans • Items requiring guidance/decisons INPUTS •The firm’s Digital/CX status review • Emerging opportunities and risks • Digital/CX strategy and plan •Special topics (e/g: client feedback insights readout) AGENDA •The firm’s Digital/CX strategy and program plan •Digital/CX scorecard (updated monthly) •Digital/CX policies, standards, guidelines •Decisions on escalated items •Resource allocation OUTPUTS
  • 21.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !21 DIGITAL/CX GOVERNANCE MODEL The Client Experience CoE (Center of Excellence) develops the capabilities required to deliver the best-in-class Client Experience. They also serve to inform strategy and guide execution. Primary Purpose: Develop Client Experience capabilities Primary Purpose: • Develop capabilities required to deliver best-in-class client experience • Inform Digital/CX Leadership Council in strategy development • Identify opportunities and threats – from a client experience perspective • Guide Digital Transformation Team, Adaptive Teams and Project Teams in execution Participants: CX CoE lead, Project management lead, CX CoE team: (Insight, Strategy, Design, Measurement, Culture) Meeting Frequency: Bi-weekly The set of practices required to create a clear, consistent, and accurate picture of target clients and the experiences they want, keeping a constant pulse on changing customer expectations through actionable client feedback INSIGHTS The set of practices required to define a clear vision of the experience the firm seeks to deliver, linking it to the company’s brand and using it to guide the activities of the organization STRATEGY The set of practices required to determine the end-to- end client experience across all solutions, products, services and channels based on client needs and brand values DESIGN The set of practices required to measure client experience quality on an ongoing basis across the entire firm and the use of that data to drive continuous improvement; also measures success of the Digital/CX program MEASUREMENT The programs, communications and training required to create and maintain a culture in which delivering a great client experience is embedded in the organization’s DNA CULTURE Client Experience CoE Capabilities
  • 22.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !22 INSIGHTS STRATEGY DESIGN MEASUREMENT CULTURE DIGITAL/CX GOVERNANCE INTEROPERABILITY As a system of integrated capabilities, practices within the CX CoE interact regularly with each other and with key corporate functions. FIRM STRATEGY CLIENT FEEDBACK ANALYTICS BRAND HR MARKETINGIT OPERATIONS SALES/BD Capture and share qualitative and quantitative insights by audience and customer type Inform strategy with the latest client understanding Align Digital/CX strategy with corporate strategy and brand strategy Ensure that CX design is not only on-brand, but that it fully expresses the brand at key moments of truth. Visualize and communicate CX vision, strategy and plan in a way that gets used Identify the nature and scope of change to be managed throughout the Digital/CX journey Ensure measurement is aligned with strategy, business case, and benefits realization Determine how best to measure against established KPIs Inform HR policies and practices that impact CX; align incentives and rewards for accountability Persistently monitor staff engagement along Digital/CX transformation journey
  • 23.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !23 DIGITAL/CX GOVERNANCE MODEL The Digital CoE (Center of Excellence) develops the capabilities required to deliver the best-in- class Digital. They also serve to inform strategy and guide technology, data and platform execution. Primary Purpose: Develop Digital/tech/data capabilities Primary Purpose: • Develop digital and technology capabilities required to guide enterprise through transformative change • Inform Digital/CX Leadership Council in strategy development • Identify opportunities and threats – from an technology perspective • Guide Digital/CX Transformation Team, Adaptive Teams and Project Teams in execution • Establish standards, guidelines and best-in-class practices for data, technology and platform management
 Participants: Digital CoE lead, Project management lead, Digital CoE team: (Strategy, Performance monitoring, Tech ops, Data management) Meeting Frequency: Bi-weekly Strategic directions of IT to meet business objectives in the medium and long term. STRATEGY Provides a concrete and tangible milestone on the way to achieving the Enterprise Architecture objectives MONITOR PERFORMANCE Operational processes to maintain and control coherence with architecture standards within the enterprise The setting up of a global community of Enterprise technology and data architects across the enterprise Enrichment of standards, rules, reference architectures and standardized software components, which are core to the Digital/CX program Digital CoE Capabilities TECHNOLOGY OPERATIONS ANIMATE & COMMUNICATE ASSET MANAGEMENT
  • 24.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !24 DIGITAL/CX GOVERNANCE MODEL The Digital/CX Transformation Team is accountable for executing the firm’s Digital/CX strategy and plan. They oversee execution of the Digital/CX strategy and program plan through both planned projects as well as adaptive teams. Primary Purpose: Digital/CX program execution Primary Purpose: • Manage the firm’s Digital/CX program; prioritize and align projects • Manage partners and service providers • Execute digital/CX strategy through project teams and adaptive teams • Accountable for the persistent collection of client feedback • Liaises with Marketing, Sales, Operations and HR to align Digital/CX content to client needs Participants: CX CoE lead, Digital CoE lead, Project management lead, Marketing director, Channel sales/BD director, HR manager, Operations manager, Strategic content lead, Client feedback lead, others TBD Meeting Frequency: Bi-weekly • Digital/CX strategy and program plan • Resources from CX CoE and Digital CoE: standards, guidelines, tools, etc. • Program status from Digital PMOs INPUTS • Digital/CX program status update • Update on adaptive teams • Project alignment and prioritization • Resource requirements AGENDA • The firm’s Digital/CX program status •Adaptive teams update • Proposed and prioritized projects • Ongoing risks and mitigation plans OUTPUTS
  • 25.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !25 DIGITAL/CX GOVERNANCE MODEL The Adaptive Teams drive continual improvement of the firm’s client experience. They translate fresh client insights into action, often delivering results within days. Primary Purpose: Continuous improvement of client experience Primary Purpose: • Translate insights into actions from client feedback • Execute on new customer insights • Manage roster of pop-up projects escalated by other teams Participants: Self-directed adaptive team Meeting Frequency: Daily agile scrum approach • Client insights • Escalated/triaged projects INPUTS • Immediate results • New insights • Next actions AGENDA • Measurable enhancements to client experience • Executed actions from key insights derived from client feedback OUTPUTS
  • 26.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !26 DIGITAL/CX GOVERNANCE MODEL The Project Teams execute planned projects on-time, on-budget, on-strategy. Primary Purpose: Executing projects defined in the program plan Primary Purpose: • Create project plan aligned with Digital strategy and program plan • Identify and secure required resources • Identify and manage key questions, issues and risks • Execute project on-strategy, on-time, on-budget • Report project status Participants: Project leads, project team members Meeting Frequency: Weekly • Digital strategy and program plan (including project description) • Resources from CE CoE and EA CoE: standards, guidelines, tools, etc. 
 INPUTS • Overall project status • Workstream status • Key questions, issues, risks • Action items AGENDA • Project deliverables • Project health monitoring • Project status reports OUTPUTS
  • 27.
    CLIENT EXPERIENCE PROGRAM:: 2018 ©2017 /CX PILOTS | CONFIDENTIAL DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS !27 DIGITAL/CX GOVERNANCE MODEL When fully activated, each component of the model will play a role in the annual process. 1. Gather feedback, understand client needs 2. Create Digital/CX strategy, plan and roadmap 3. Approve strategy, plan and roadmap, secure funding 4. Execute Digital/CX strategy and plan 5. Monitor performance, adapt and iterate annual cycle Groups involved at each step of the annual process 
 Key activities and business value • CX Insights (primary) • CX Design • Adaptive Teams • Digital Leadership Council • Digital/CX Strategy (primary) • Digital Strategy • CX Insights • CX Design • Executive Sponsors • Digital/CX Leadership Council • CX Strategy • Digital Strategy • Digital/CX Transformation Team (primarily) • CX CoE, Digital CoE • Project Teams • Adaptive Teams • Executive Sponsors • Digital Leadership Council • CX CoE, Digital CoE • Digital/CX Transformation Team Develop deep client insights through qualitative and quantitative research, hypotheses formulation and testing to create a clear view of the client as an input to strategy formulation. Formulate a Digital/CX strategy that not only meets client goals and exceeds expectations, but that also enables corporate and business unit strategic objectives. Align timing of approval process with capital allocation and budgeting processes, so that Executive Sponsors can more easily evaluate the proposal in the context of other investment opportunities. Execute the Digital/CX strategy through Project Teams and Adaptive Teams, delivering results on-time, on- budget, and on-strategy. Allow Centers of Excellence to guide execution. Monitor performance, continually reviewing the firm’s Digital/CX scorecard and program status. Confirm realization of anticipated business benefits.
  • 28.
    Thank you Digital +CX Governance Workshop For Accounting Firms CLIENT EXPERIENCE PROGRAM :: 2017 ©2017 /CX PILOTS | CONFIDENTIAL!28 DIGITAL + CLIENT EXPERIENCE FOR ACCOUNTING FIRMS Contact: Steven Keith CX Pilots steven@cxpilots.com (919) 771-5219 @cx_pilots