Surachita mishra sysco presentation_total_cx leaders
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The document outlines 6 lessons for driving innovation through customer advocacy: 1) Pick a problem that causes real pain for customers, 2) Find co-founders who understand the vision and can implement it, 3) Get program management right with a focus on problem-solving, progress, and people, 4) Test and learn with customers at every step, 5) Create a pull for the solution through marketing, and 6) Reflect on progress to ensure the solution is on track. The lessons are meant to help identify customer needs and validate solutions through continuous customer feedback to deliver growth.
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Surachita mishra sysco presentation_total_cx leaders
- 1. CUSTOMERS AS ADVOCATES: How Your Customers Can Drive Innovation That Delivers Growth Surachita Mishra, Senior Director, Customer Intelligence, Analytics and Experience @Sysco
- 2. Who do you IDENTIFY WITH?
- 5. 6 LESSONS Pick a GOOD PROBLEM to solve FIND YOUR co-founder(s) Get Program Management RIGHT Test and LEARN WITH CUSTOMERS every step of the way CREATE PULL Have a Marketing Mindset Look in the MIRROR
- 6. PICK A GOOD PROBLEM TO SOLVE Anatomy of a good problem... • Customers feel a real pain • Customer pain affects frontline
- 7. FIND YOUR CO-FOUNDER(S) A good co-founder is someone who • understands the why • can envision the how
- 8. GET PROGRAM MANAGEMENT RIGHT THREE P’s OF PROGRAM MANAGEMENT P1 Problem Solving P2 Progress Mindset P3 People Focus
- 9. TEST AND LEARN WITH CUSTOMERS EVERY STEP OF THE WAY
- 10. CREATE PULL
- 11. LOOK IN THE MIRROR
- 12. 6 LESSONS Pick a GOOD PROBLEM to solve FIND YOUR co-founder(s) Get Program Management RIGHT Test and LEARN WITH CUSTOMERS every step of the way CREATE PULL Have a Marketing Mindset Look in the MIRROR
- 13. QUESTIONS? Surachita Mishra, Senior Director, Customer Intelligence, Analytics and Experience @Sysco
Editor's Notes
- How many of you know this person and identify yourself with him? Show picture of Steve Jobs Show picture of a data analyst..This is a data analyst and strategist.. how many of you identify with this person Show person of a shrink.. And this of course is therapist.. how many of you have had days when you have felt that you were this person As CX professionals we need to have a many different skills.. We need to listen to the voice of the customer, we need to analyze data.. there is proactive cx and text analytics.. we need to drive culture change… and work with frontline.. That is hard.. A really hard job..
- As CX professionals, we want to lead change in our organization that has a real impact on the customer experience. The trouble is it is not always easy. We are not always organized that way. We personally don’t have the positional leadership. We don’t have the resources needed…. If we are lucky, someone has our back.. but sometimes that also may not be the case..So we feel something like this image..
- Today I am going to share my personal lessons on how to break through that brick wall and bring to life innovation called My Sysco Truck. I want to share with you a video about one of our customers, Ron, who runs the food service operations for six different restaurants in a popular beach town in the northeast. It captures the essence of what are customers were dealing with, and how the gap in the customer delivery experience was affecting our bottom line, our customers’ business, and why it needed to be addressed.
- What makes a good problem to solve Customers feel a real pain Customer pain affects frontline ... why do I say this.. there has been a lot of talk about CX ROI in recent times and through the course of this conference. ROI is important. The majority of us are in for profit businesses… however, measuring that ROI is incredibly hard. However, if you pick a good problem to solve… a real acute pain.. that also affects frontline productivity and morale.. you will find that fewer people ask you about ROI.. and that the ROI will inevitably follow In our case the problem was around delivery notifications. How many of you have worked in a small foodservice operation…
- Someone who understands the why Someone who can envision the how Leading customer centric innovation in a large organization is no different from innovating in a start-up. You don’t have all the answers and you don’t have all the resources. You need someone to walk the journey with you… and that someone has to be as passionate as you are.. i.e they understand the why so you don’t have to spend a lot of time building out huge ROI models on why this program should be undertaken.. but more importantly they can envision the how.. and by that I mean they can see a path through the forest and all the nay sayers. They are able to do that either because they have skills, access to information and resources or relationships that others don’t. In my case for My Sysco Truck, it was our enterprise architect Sudha and our Senior Director of Operations, Matt Firlit. We had two major issues to overcome: How hard would it be to pull in data from all these disparate systems? Can it even be done? All of this falls apart if the drivers don’t change their behavior. What would it take to get them to change their behavior? Sudha and Matt could see the solutions to these questions.. and they also took responsibility for making it happen.. EMILY COMMENT: I would think you would also want to highlight the cross-funtional alignment here ( in addition to the back-end systems)...as you said, the customer voice inspired passion across the organization with your peers to get them aligned and excited about solving the problem
- Program management means different things to different people… but by and large people think of it as chief pain in the some part of my anatomy officer.. why… because they see program management as essential a dumb spreadsheet tracking, crack the whip kind of role which takes no responsibility for doing any real work, but somehow seems to get a lot of face time with the big guys.. Program management cannot be that. In my mind the there are 3 Ps of program management: P1: Problem solving – This is really important. The program manager may not know how to personally execute all the tasks required, but he or she need to be able to look ahead and identify when problems might arise and what needs to be done to solve them P2: Progress mindset - This is an important difference from a project planning mindset. There is a process and project mindset and there is a progress mindset. The latter is critical to success. There may be times when your beautifully defined project plan falls apart, because of an unforeseen problem that came up. If your program manager had a problem solving mindset he would find a way to solve the problem before it got out of hand and also find a way to learn the right things and get the project back on track instead of getting stuck in the project timeline fall behind, tracking sheet is a traffic light yellow trending red valley of finger pointing death P3: People focus – By people focus I mean the ability to really, deeply understand where people are coming from.. Not just what they are saying or doing something, but why. The program management role is at the end of the day a leadership role.. a role that requires leading often among peers or scarier still people with bigger titles.. a role that requires influencing skills bar none.. and that is possible only when the program manager is able to figure out the true reasons vs. the excuses around why some people may not be meeting their deadlines in a timely manner. I was very fortunate to have Pio Davila, an incredibly talented but very understated person leading this project. His embodies all the three skills I mentioned above like very few people I know.
- This is a customer experience conference.. So this lesson might feel a little bit like motherhood and apple-pie. But I cannot over emphasize the importance of this lesson. We started out very clearly with the end customer in mind. We collaborated heavily with customers in our private online community called “Food For Thought” that is facilitated for us by Communispace.. who by the way.. have been an amazing partner.. Our customer collaboration efforts helped us identify that customers really wanted clear communication on two very specific things: (and, you heard this from Ron in the video!) When will my truck show up What will be on the truck ..and they wanted that information available to them within a fairly tight window so that they could plan staffing.. Getting that information right is not easy and requires ridiculous amounts of changes to internal stuff.. but customers don’t care about that. They want what they want and they want it accurate, timely and in a way that jumps out at that them from the clutter. We initially thought we would provide them an app.. but they didn’t want an app. What they wanted was a simple email notification and in some instances text alerts. Colleen Sheedy and Ali Margelo our email marketing and communications leaders must have tested what felt like a million versions of our copy to get every single aspect of the final creative right. However, we also had three other sets of customers. internal frontline employees who we ended up building different versions of the program for: The sales associate: someone whose role technically should not be to answer customer questions about delivery but someone who often does get these calls since the customer sees them as a single point of contact – this is a mobile role.. not an office based role.. they do need an app, because they could be called any time by any customer and we ended up building an app for them The delivery supervisor: This is a command center for routes. During the day stuff happens.. and routes may need to deviate for good reason.. Customers’ staff called in sick.. wants to change time. Shouldn’t happen does happen.. Now it is upto the delivery supervisor to make real time edits.. This person needs an edit function so that the tool is able to recalculate in real time future delivery windows based on changes as the day unfolds the customer service rep (this role sits in an office, remote from the operating company) they serve multiple operating companies and need access to almost all routes. They have no relationship with the field delivery operations and cannot really call to figure out what might be going on.. They live and die by what the system is telling them and they need access to huge volumes of information very quickly.. They need a desktop client that gives them rich information but loads very quickly … and in order to give this person the rich set of information, we need to provide the delivery supervisor the edit functionality My point with going into all of this excruciating detail about all of the stuff which I am sure nobody wanted to know is this… you need to listen to the obvious external customers and incorporate their feedback, but you also need to have a fairly keen understanding of who other customer sets might be and you need to gather their feedback multiple times through the course of the program rollout.. and this distance between customer feedback and the development team needs to be short.. I mean really short. We had the technical developers sit in on every core team meeting every week. Was it frustrating at times. Yes.. the deployment people and the development people did have a few passionate discussions. But at the end of the day, with a learning mindset when everyone hears the feedback directly from customers and understands the why.. they do galvanize into action.
- In classic program management lingo this would be communication planning or stakeholder management or change management….and that would be fine.. You do need to figure out when to hold your steering committee meetings and you do need to understand how people would react.. However.. to me.. it again comes down to mindset.. Are you planning a structured communication or are you ok taking some risks and releasing some stuff out to the field with carefully planned early adopters so that the executives ask for the meeting.. and you don’t have to struggle to get on their calendar… There was this time right after the roll out of our application to the delivery organization when we felt we were seeing some early success that we scheduled an executive update. It was not on the project plan.. but we felt like we had something to say.. and we invited almost all of the C-suite.. we thought we would be luck if we had anyone show up..But they had heard rumblings from the field that something good was cooking… and they were curious.. they wanted to know.. they wanted to be part of it… We had a member in our core team, John Carucci who is just the most incredibly talented sales person I know. He was responsible for deploying the pilot to the field and would somehow manage to find a new quote from someone in the field saying something great about the program almost every day. He would then post it on our salesforce chatter link and do something so that the post would show up in the newsfeed of our Chief Sales Office..Our Chief Sales officer would make a passing comment to our Head of Distribution thanking him for the efforts.. when someone thanks you for something you didn’t even know you had done, you are suddenly engaged! You show up at that executive meeting. You get your drivers in line.. Nothing succeeds like success.. Create pull. That is the difference between a marketing mindset vs. a communication and status update mindset.
- As customer experience professionals, we have our good days and our bad days.. but one thing is for sure.. this is a hard job.. you have to be skilled at many different things, but may end up being a punching bag… you have to take risks to succeed.. but the personal upside for you, if you do succeed may be rather limited.. This may or may not get you a promotion or a raise.. In fact.. if you do your job right.. people may completely overlook your role in any of the change.. the change becomes so much part of the fabric of the organization that you might fade away.. So… why do you do what you do.. This role looks a little bit like a put option for any finance folks in the audience…The upside is pretty much capped….so go ahead and take risks but if you do succeed there may really be nothing for you… but things blow up, it could be really bad for your career. So why do you do it… and this is the really important part.. you do it because you care…this is a discipline…for leaders who care more than most… to make things better and the world around them a better place. Your intentions matter. If you are doing what you are doing truly to make things better for your customers, you will check our ego out of the door, you will be ok if no one even remembers down the line that this major program would never have been born without your leadership.. You will have performed like a Steve Jobs, but you will be ok with being viewed as the corporate therapist.