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July 21, 2016
The customer experience has become the competitive battleground for
business. By delivering a consistent, memorable experience, companies can
create a competitive advantage that increases customer engagement,
conversion, loyalty and advocacy.
Over the next three-to-five years, 75 percent of marketers say they will be
responsible for the end-to-end customer experience.
This series will provide CMOs and business executives with a deeper
understanding of the strategies and tactics required to deliver a superior 

end-to-end customer experience.
/ About the Series
James F. O’Gara, CEO and Founder, OnMessage
/ About me
1,000s 

of Hours Working

with CMOs / CEOs

HUNDREDS 

of Emerging
Companies
DOZENS 

of Fortune 500
Companies
25+ Yrs 

Experience
Leading 

Brands

Expertise and Experience

/ Customer research

and analysis
/ Corporate messaging

strategy and execution
/ Customer-centric

culture development
/ Go-to-market

strategic planning
About the sponsor.
OnMessage specializes in helping executives align and
activate their entire organization around a corporate strategy
and story that dramatically improves the customer experience.
Leveraging our disciplined methodology — executive teams
are able to crystallize their go-to-market strategy, formulate a
strategically aligned corporate messaging platform and ensure
every stakeholder understands how to activate the strategy
and story throughout the customer journey.
www.itsonmessage.com
/ Upcoming sessions: August - October
/ Upcoming sessions: November - December
Download the complete curriculum guide and
register for the entire series:
www.cmoeducationseries.com
Quick Recap
June Education Session
Establishing Executive
Alignment and Priorities 

Around Your Company’s
Customer Experience.
JUNE SESSION RECAP
For customer experience (CX) to translate into
improved financial performance and become a
competitive advantage it must be embraced
enterprise-wide. It must be implemented in a
cross-functional manner — and, it has to be a
priority for the CEO and the entire C-suite.
Without CEO commitment …
CX … fails to gain traction in customer-facing
areas of the business.
CX … never receives executive support and
endorsement.
CX … never delivers material business results.
Without CEO commitment …
It’s never …
> Identified as a cornerstone of the business strategy 

> Institutionalized and operationalized
> Infused into the company’s culture
Have difficult discussions. Ask tough questions.
Do you feel our
leaders have a deep
understanding of
the customer?
Is our company’s go-to-
market strategy rooted
in deep, meaningful
customer insights?
Is our product / service
roadmap driven by

current / future customer
requirements?
Are C-suite discussions
and decisions
consistently anchored in
meeting or exceeding
customer expectations?
Is our company’s
culture driven by a
deep and genuine
desire to deliver a
superior experience?
Do we have the people,
processes and
technologies in place to
create a superior customer
experience?
Customer

Centricity
1
You need your CEO to commit to 10 things.
Experience
Ownership
C-Suite Reporting
Relationship
3
C-Suite Funding

& Involvement
42
Leadership

Accountability
5 Organizational

Change
Clear Performance

Metrics
7
Measurement &

Reporting Systems
86
Realistic Time
to Impact
9 Sustained
Cadence
10
Educational Content and Tools
This worksheet will help you identify
additional commitment that may be
required from your CEO and C-suite to
successfully institutionalize and
operationalize Customer Experience
Management at your company.
“10 Commitments Every CEO
Must Make to Realize Customer
Experience Success.”
Today’s Topic:

Driving Organizational
Change in Support of the
Customer Experience.
“The state of your culture is in fact, the state of your
customer experience.” 



~ OnMessage
Culture used to be a soft concept.
It used to be something executives would only pay 

attention to when the business environment grew toxic.
In today’s world, this is changing — and in a big way.
/ Culture … yesterday.
Forward-thinking executives now view
culture as the surest way to establish a
competitive advantage because of its direct
impact on the customer experience.
They also realize the role culture plays in
the financial performance of the business.
/ Culture … today.
“Executives overwhelmingly
indicate that an effective
corporate culture is essential
for a company to thrive in the
modern business world.”


~ Professor Jillian Popadak,
The Fuqua School of Business
Duke University
Many still see culture as an HR issue.
They separate it from the company’s overall
go-to-market strategy and story. They view it
as something that is built in isolation.
Executives with this point of view rarely
develop a culture that positively impacts
employee engagement, the customer
experience or business results.
/ Not all executives get it.
“Leaders who delegate too much will
lose their opportunity to become role
models and energizers for the culture
they want to shape. Your choices
should reflect the company’s
strategic and operating priorities.”


~ Jon Katzenbach, Booz & Company
What is culture?
An organization’s culture consists of the values, beliefs,
attitudes, and behaviors that employees share and use
on a daily basis in their work. Culture is how employees
describe where they work, understand the business and
see themselves as part of the organization. Culture is
important because it drives decisions, actions, and
ultimately the overall performance of the organization.
Source: DecisionWise
Culture … simplified.
Culture is about shared values, beliefs, attitudes
and behaviors.
Culture is about how employees describe their
company and their role in the organization.


Culture is about driving decisions and actions
that positively impact business performance.
Keep these statements in mind today. It will become clear why culture 

is not a thing, but rather the outcome of a few things done well.
Is culture really a C-suite priority?
84% of executives
agree that their
culture is critical
to business
success.
60% of executives
agree that culture
is more important
than strategy or
operating model.
So, yes?
SOURCE: PwC “Culture’s Role in Enabling Organizational Change” Report
Wait a minute …
95% of executives
say change is
needed in their
culture.
51% of executives
believe their
culture is in need 

of a major overhaul.
SOURCE: PwC “Culture’s Role in Enabling Organizational Change” Report
What does this mean?
There is a real and material “gap”
between desire and reality. Between
the importance and positive impact of
culture on business today.
90% of executives 

said that culture was
important at their firms.
Only 15% of executives 

said their culture was 

where it needed to be.
Impact of Culture
ImportanceofCulture
SOURCE: Duke’s Fuqua School of Business
How do we bridge the gap?
Redefine executive’s view of what culture is.

Reconnect culture to the customer experience.


Reset the process by which culture is formed.


Make culture a “real” C-suite priority.
We must help executives understand …
Culture is not an “isolated” initiative.
Culture is not something that can be
“manufactured” apart from the 

company’s story and strategy.
Culture is …
The manifestation of your company’s
story and strategy … in action.
Your story.
Clearly defines the
company’s purpose,
positioning, value
proposition and
promise to customers.
Your strategy.
Defines vision, mission,
values as well as the
associated actions,
investments and
initiatives required to
make that story a reality.
The challenge.
Most companies do not have a fully aligned,
documented corporate story and strategy.
As a result …
The company says
one thing in
external messaging
and another
through internal
communications.
Leaders make
decisions that do
not align with the
company’s core
values.
Executive teams roll
out strategic
initiatives that are in
conflict with the
company’s vision or
mission.
Inconsistent words and actions are culture killers.
Winning cultures are built on clarity.
Clarity in the
company’s story
Clarity in the
company’s strategy
Mindset Behavior
Culture
Your story frames
the mindset and
belief system
in your culture
When employees have a deep understanding of
what your company stands for, what it does and
how it creates value for customers, their
purpose becomes clear.
They feel more connected.
They believe what they do matters.
Clarity of purpose is a powerful motivator.
This is born from a clear, compelling and
consistent corporate story that aligns with your
go-to-market strategy.
Your strategy 

drives behaviors 

and actions in
your culture
When leaders and team members across the
organization understand how the strategy connects
with the story, congruent actions and decisions
unfold.
Your company’s vision, mission and values go beyond
words on paper and take on a life of their own.
Employees see how strategic decisions, investments
and initiatives connect with the story.
They understand how their marching orders align
with the bigger picture.
So the question is, what is the state of
your go-to-market story and strategy?
> Aligned
> Documented
> Consistently Communicated
> Internalized
> Operationalized
Question.
On a scale of 1-5 

(5 being absolute
clarity), how clearly
does every employee
understand your
company’s story?
Story.
Your company’s
purpose, positioning,
value proposition and
promise to customers.
Question.
On a scale of 1-5 

(5 being absolute
clarity), how clearly
does every employee
understand your
company’s strategy?
Strategy.
Vision, mission, values as
well as the associated
actions, investments and
initiatives required to
make that story a reality.
The degree of clarity, connectivity, consistency
and belief in your company’s story and
strategy plays a significant role in the type of
culture that takes root inside the business.
Questions you and
the executive team
must answer.
> Our company’s purpose?
> How we want to be positioned in the market?
> Who we are?
> What we do?
> The value we deliver?
> What makes us different in the market?
Do our
employees truly
understand and
believe in the
company’s
story?
> Vision?
> Mission?
> Values?
> Customer needs and desires?
> Promise to customers?
> Pillars of our go-to-market strategy?
Do our
employees
understand the
strategy and the
role they play in
executing it?
Executives that can answer these questions with a
resounding “yes” will most likely have built high-
performing cultures rooted in story and strategy.
Executives that answer “no” or don’t really
know the answers should take a hard look at the role
their company’s story and strategy play in their business.
Your story and strategy must become
more than just words on paper.
“Culture starts with leadership. Leaders have to set the parameters for culture and
then empower employees to act on the company's values and share with them what
the rules are. Then you have to disseminate it and get it down to the person who's
greeting the customer or answering the phone. If the only one who knows what
culture looks like is the leader, you're dead.” 



~ Chester Elton, co-author of “What Motivates Me, All In” and “The Carrot Principle”
Clarity and Connectivity
are the Keys to a
Winning Culture.
When your story and strategy are clearly defined, documented
and fully infused into the company’s culture … magic happens.
“An effective culture is like an invisible hand at work
inside of each of the employees that helps to guide their
decisions and judgments in a way that the overall
corporation would desire it to be.” 



~ Duke University Report
Why is your story and strategy
so critical to culture?
Without it there is nothing for your employees to connect with.
There is nothing shared from department to department, or
division to division. Well-appointed offices and break rooms will
fade with time. An emotional and cognitive connection with
your company’s purpose and promise will last forever.
How do you
achieve
emotional and
cognitive
engagement?
“A good leadership team and good
CEO will put in the processes to
make sure the message filters
down to the very bottom of the
organization unchanged.”
~ Executive Interview, 

Duke Research Study
Message.
Process.
Unchanged.
Leveraging your story and strategy to produce a differentiated
culture requires consistent, sustained communication
throughout the employee and customer experience.
It requires a
fully aligned,
documented
story and 

strategy
(message).
Strategy Story
Behaviors & Actions Mindset & Words
Vision:
Mission:
Values:
Customer needs and desires:
Promise to customers:
Go-to-market strategy:
Enterprise strategic pillars:
Divisional strategies:
Who we are:
What we do:
Our company’s purpose:
Positioning statement:
Value we deliver:
Key points of difference:
Our story:
It requires a disciplined 

infusion strategy (process).
“If you ask 10 people at five different units questions about
purpose, message, value … do they say and believe the same
thing? Is there a strong sense of common beliefs? I think if people
say yes, then culture would have an influence and that would be
a good way to measure it, but if people said no, then culture is not
a prominent or important part of the company.”
~ Executive Interview, Duke Research Study
Strategy
Go-to-Market Planning & Strategic Initiatives
Leadership Communication & Actions
External Messaging / Marketing / Branding
Public Relations
Investor Relations
Employee Recruiting and Onboarding
Internal Communications
Employee Performance Reviews
Compensation / Incentive Programs
Internal Events, Awards and Recognition Programs
Story
Holistic Infusion Process.
A formal, sustained
initiative that ensures
every functional leader is
tasked with infusing the
story and strategy across
employee and customer
channels in their
respective areas of the
business.
Fully Aligned, Documented Story & Strategy
Leadership Decisions, Words and Actions
Strategic Initiatives & Investments
C-Suite Decision, Words & Actions
Internal Communication Programs
External Communication Programs
Incentives, Rewards & Recognition
Performance Reviews, Mentoring & Coaching
The CEO must hold leaders
across the enterprise
accountable for
implementing the infusion
process within their
respective area of the
business. This is crucial.
Internal and external
messages must align. If they
don’t, it will negatively impact
adoption and the culture you
are trying to build.
End-to-End,Top-to-BottomConnectivity
It requires clarity, 

connectivity and 

consistency (unchanged).
If you’re like 95% of executives that believe change is
needed in their company’s culture, it’s time to address
the root cause:
Lack of clarity in your story and strategy.
Because remember, your corporate culture is the
byproduct of your story and strategy — in action.
Questions?
Next Session: August 18
The Clubs of Prestonwood

(The Creek Clubhouse)
Dallas, Texas
Topic:

Extracting Business Value
From all Three Phases of
the Customer Experience
Thank you for coming.
Please complete your “Feedback Form” before you leave.
“10 Commitments Every CEO
Must Make to Realize Customer
Experience Success.”
As you leave, please pick up these valuable resources and educational materials:
“CEO Commitment
Assessment Worksheet.”
“The Secret to Creating a 

Culture That Increases Employee
Engagement and Improves the
Customer Experience.”
About the sponsor.
OnMessage specializes in helping executives align and
activate their entire organization around a corporate strategy
and story that dramatically improves the customer experience.
Leveraging our disciplined methodology — executive teams
are able to crystallize their go-to-market strategy, formulate a
strategically aligned corporate messaging platform and ensure
every stakeholder understands how to activate the strategy
and story throughout the customer journey.
www.itsonmessage.com

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The state of your culture is in fact, the state of your customer experience.

  • 2. The customer experience has become the competitive battleground for business. By delivering a consistent, memorable experience, companies can create a competitive advantage that increases customer engagement, conversion, loyalty and advocacy. Over the next three-to-five years, 75 percent of marketers say they will be responsible for the end-to-end customer experience. This series will provide CMOs and business executives with a deeper understanding of the strategies and tactics required to deliver a superior 
 end-to-end customer experience. / About the Series
  • 3. James F. O’Gara, CEO and Founder, OnMessage / About me 1,000s 
 of Hours Working
 with CMOs / CEOs
 HUNDREDS 
 of Emerging Companies DOZENS 
 of Fortune 500 Companies 25+ Yrs 
 Experience Leading 
 Brands
 Expertise and Experience
 / Customer research
 and analysis / Corporate messaging
 strategy and execution / Customer-centric
 culture development / Go-to-market
 strategic planning
  • 4. About the sponsor. OnMessage specializes in helping executives align and activate their entire organization around a corporate strategy and story that dramatically improves the customer experience. Leveraging our disciplined methodology — executive teams are able to crystallize their go-to-market strategy, formulate a strategically aligned corporate messaging platform and ensure every stakeholder understands how to activate the strategy and story throughout the customer journey. www.itsonmessage.com
  • 5. / Upcoming sessions: August - October
  • 6. / Upcoming sessions: November - December Download the complete curriculum guide and register for the entire series: www.cmoeducationseries.com
  • 8. Establishing Executive Alignment and Priorities 
 Around Your Company’s Customer Experience. JUNE SESSION RECAP
  • 9. For customer experience (CX) to translate into improved financial performance and become a competitive advantage it must be embraced enterprise-wide. It must be implemented in a cross-functional manner — and, it has to be a priority for the CEO and the entire C-suite.
  • 10. Without CEO commitment … CX … fails to gain traction in customer-facing areas of the business. CX … never receives executive support and endorsement. CX … never delivers material business results.
  • 11. Without CEO commitment … It’s never … > Identified as a cornerstone of the business strategy 
 > Institutionalized and operationalized > Infused into the company’s culture
  • 12. Have difficult discussions. Ask tough questions. Do you feel our leaders have a deep understanding of the customer? Is our company’s go-to- market strategy rooted in deep, meaningful customer insights? Is our product / service roadmap driven by
 current / future customer requirements? Are C-suite discussions and decisions consistently anchored in meeting or exceeding customer expectations? Is our company’s culture driven by a deep and genuine desire to deliver a superior experience? Do we have the people, processes and technologies in place to create a superior customer experience?
  • 13. Customer
 Centricity 1 You need your CEO to commit to 10 things. Experience Ownership C-Suite Reporting Relationship 3 C-Suite Funding
 & Involvement 42 Leadership
 Accountability 5 Organizational
 Change Clear Performance
 Metrics 7 Measurement &
 Reporting Systems 86 Realistic Time to Impact 9 Sustained Cadence 10
  • 14. Educational Content and Tools This worksheet will help you identify additional commitment that may be required from your CEO and C-suite to successfully institutionalize and operationalize Customer Experience Management at your company. “10 Commitments Every CEO Must Make to Realize Customer Experience Success.”
  • 15. Today’s Topic:
 Driving Organizational Change in Support of the Customer Experience.
  • 16. “The state of your culture is in fact, the state of your customer experience.” 
 
 ~ OnMessage
  • 17. Culture used to be a soft concept. It used to be something executives would only pay 
 attention to when the business environment grew toxic. In today’s world, this is changing — and in a big way. / Culture … yesterday.
  • 18. Forward-thinking executives now view culture as the surest way to establish a competitive advantage because of its direct impact on the customer experience. They also realize the role culture plays in the financial performance of the business. / Culture … today. “Executives overwhelmingly indicate that an effective corporate culture is essential for a company to thrive in the modern business world.” 
 ~ Professor Jillian Popadak, The Fuqua School of Business Duke University
  • 19. Many still see culture as an HR issue. They separate it from the company’s overall go-to-market strategy and story. They view it as something that is built in isolation. Executives with this point of view rarely develop a culture that positively impacts employee engagement, the customer experience or business results. / Not all executives get it. “Leaders who delegate too much will lose their opportunity to become role models and energizers for the culture they want to shape. Your choices should reflect the company’s strategic and operating priorities.” 
 ~ Jon Katzenbach, Booz & Company
  • 20. What is culture? An organization’s culture consists of the values, beliefs, attitudes, and behaviors that employees share and use on a daily basis in their work. Culture is how employees describe where they work, understand the business and see themselves as part of the organization. Culture is important because it drives decisions, actions, and ultimately the overall performance of the organization. Source: DecisionWise
  • 21. Culture … simplified. Culture is about shared values, beliefs, attitudes and behaviors. Culture is about how employees describe their company and their role in the organization. 
 Culture is about driving decisions and actions that positively impact business performance. Keep these statements in mind today. It will become clear why culture 
 is not a thing, but rather the outcome of a few things done well.
  • 22. Is culture really a C-suite priority? 84% of executives agree that their culture is critical to business success. 60% of executives agree that culture is more important than strategy or operating model. So, yes? SOURCE: PwC “Culture’s Role in Enabling Organizational Change” Report
  • 23. Wait a minute … 95% of executives say change is needed in their culture. 51% of executives believe their culture is in need 
 of a major overhaul. SOURCE: PwC “Culture’s Role in Enabling Organizational Change” Report What does this mean?
  • 24. There is a real and material “gap” between desire and reality. Between the importance and positive impact of culture on business today.
  • 25. 90% of executives 
 said that culture was important at their firms. Only 15% of executives 
 said their culture was 
 where it needed to be. Impact of Culture ImportanceofCulture SOURCE: Duke’s Fuqua School of Business
  • 26. How do we bridge the gap? Redefine executive’s view of what culture is.
 Reconnect culture to the customer experience. 
 Reset the process by which culture is formed. 
 Make culture a “real” C-suite priority.
  • 27. We must help executives understand … Culture is not an “isolated” initiative. Culture is not something that can be “manufactured” apart from the 
 company’s story and strategy.
  • 28. Culture is … The manifestation of your company’s story and strategy … in action.
  • 29. Your story. Clearly defines the company’s purpose, positioning, value proposition and promise to customers. Your strategy. Defines vision, mission, values as well as the associated actions, investments and initiatives required to make that story a reality.
  • 30. The challenge. Most companies do not have a fully aligned, documented corporate story and strategy.
  • 31. As a result … The company says one thing in external messaging and another through internal communications. Leaders make decisions that do not align with the company’s core values. Executive teams roll out strategic initiatives that are in conflict with the company’s vision or mission. Inconsistent words and actions are culture killers.
  • 32. Winning cultures are built on clarity. Clarity in the company’s story Clarity in the company’s strategy Mindset Behavior Culture
  • 33. Your story frames the mindset and belief system in your culture When employees have a deep understanding of what your company stands for, what it does and how it creates value for customers, their purpose becomes clear. They feel more connected. They believe what they do matters. Clarity of purpose is a powerful motivator. This is born from a clear, compelling and consistent corporate story that aligns with your go-to-market strategy.
  • 34. Your strategy 
 drives behaviors 
 and actions in your culture When leaders and team members across the organization understand how the strategy connects with the story, congruent actions and decisions unfold. Your company’s vision, mission and values go beyond words on paper and take on a life of their own. Employees see how strategic decisions, investments and initiatives connect with the story. They understand how their marching orders align with the bigger picture.
  • 35. So the question is, what is the state of your go-to-market story and strategy? > Aligned > Documented > Consistently Communicated > Internalized > Operationalized
  • 36. Question. On a scale of 1-5 
 (5 being absolute clarity), how clearly does every employee understand your company’s story? Story. Your company’s purpose, positioning, value proposition and promise to customers.
  • 37. Question. On a scale of 1-5 
 (5 being absolute clarity), how clearly does every employee understand your company’s strategy? Strategy. Vision, mission, values as well as the associated actions, investments and initiatives required to make that story a reality.
  • 38. The degree of clarity, connectivity, consistency and belief in your company’s story and strategy plays a significant role in the type of culture that takes root inside the business.
  • 39. Questions you and the executive team must answer.
  • 40. > Our company’s purpose? > How we want to be positioned in the market? > Who we are? > What we do? > The value we deliver? > What makes us different in the market? Do our employees truly understand and believe in the company’s story?
  • 41. > Vision? > Mission? > Values? > Customer needs and desires? > Promise to customers? > Pillars of our go-to-market strategy? Do our employees understand the strategy and the role they play in executing it?
  • 42. Executives that can answer these questions with a resounding “yes” will most likely have built high- performing cultures rooted in story and strategy. Executives that answer “no” or don’t really know the answers should take a hard look at the role their company’s story and strategy play in their business.
  • 43. Your story and strategy must become more than just words on paper. “Culture starts with leadership. Leaders have to set the parameters for culture and then empower employees to act on the company's values and share with them what the rules are. Then you have to disseminate it and get it down to the person who's greeting the customer or answering the phone. If the only one who knows what culture looks like is the leader, you're dead.” 
 
 ~ Chester Elton, co-author of “What Motivates Me, All In” and “The Carrot Principle”
  • 44. Clarity and Connectivity are the Keys to a Winning Culture. When your story and strategy are clearly defined, documented and fully infused into the company’s culture … magic happens.
  • 45. “An effective culture is like an invisible hand at work inside of each of the employees that helps to guide their decisions and judgments in a way that the overall corporation would desire it to be.” 
 
 ~ Duke University Report
  • 46. Why is your story and strategy so critical to culture? Without it there is nothing for your employees to connect with. There is nothing shared from department to department, or division to division. Well-appointed offices and break rooms will fade with time. An emotional and cognitive connection with your company’s purpose and promise will last forever.
  • 47. How do you achieve emotional and cognitive engagement? “A good leadership team and good CEO will put in the processes to make sure the message filters down to the very bottom of the organization unchanged.” ~ Executive Interview, 
 Duke Research Study
  • 48. Message. Process. Unchanged. Leveraging your story and strategy to produce a differentiated culture requires consistent, sustained communication throughout the employee and customer experience.
  • 49. It requires a fully aligned, documented story and 
 strategy (message). Strategy Story Behaviors & Actions Mindset & Words Vision: Mission: Values: Customer needs and desires: Promise to customers: Go-to-market strategy: Enterprise strategic pillars: Divisional strategies: Who we are: What we do: Our company’s purpose: Positioning statement: Value we deliver: Key points of difference: Our story:
  • 50. It requires a disciplined 
 infusion strategy (process). “If you ask 10 people at five different units questions about purpose, message, value … do they say and believe the same thing? Is there a strong sense of common beliefs? I think if people say yes, then culture would have an influence and that would be a good way to measure it, but if people said no, then culture is not a prominent or important part of the company.” ~ Executive Interview, Duke Research Study
  • 51. Strategy Go-to-Market Planning & Strategic Initiatives Leadership Communication & Actions External Messaging / Marketing / Branding Public Relations Investor Relations Employee Recruiting and Onboarding Internal Communications Employee Performance Reviews Compensation / Incentive Programs Internal Events, Awards and Recognition Programs Story Holistic Infusion Process. A formal, sustained initiative that ensures every functional leader is tasked with infusing the story and strategy across employee and customer channels in their respective areas of the business.
  • 52. Fully Aligned, Documented Story & Strategy Leadership Decisions, Words and Actions Strategic Initiatives & Investments C-Suite Decision, Words & Actions Internal Communication Programs External Communication Programs Incentives, Rewards & Recognition Performance Reviews, Mentoring & Coaching The CEO must hold leaders across the enterprise accountable for implementing the infusion process within their respective area of the business. This is crucial. Internal and external messages must align. If they don’t, it will negatively impact adoption and the culture you are trying to build. End-to-End,Top-to-BottomConnectivity It requires clarity, 
 connectivity and 
 consistency (unchanged).
  • 53. If you’re like 95% of executives that believe change is needed in their company’s culture, it’s time to address the root cause: Lack of clarity in your story and strategy. Because remember, your corporate culture is the byproduct of your story and strategy — in action.
  • 55. Next Session: August 18 The Clubs of Prestonwood
 (The Creek Clubhouse) Dallas, Texas Topic:
 Extracting Business Value From all Three Phases of the Customer Experience
  • 56. Thank you for coming. Please complete your “Feedback Form” before you leave. “10 Commitments Every CEO Must Make to Realize Customer Experience Success.” As you leave, please pick up these valuable resources and educational materials: “CEO Commitment Assessment Worksheet.” “The Secret to Creating a 
 Culture That Increases Employee Engagement and Improves the Customer Experience.”
  • 57. About the sponsor. OnMessage specializes in helping executives align and activate their entire organization around a corporate strategy and story that dramatically improves the customer experience. Leveraging our disciplined methodology — executive teams are able to crystallize their go-to-market strategy, formulate a strategically aligned corporate messaging platform and ensure every stakeholder understands how to activate the strategy and story throughout the customer journey. www.itsonmessage.com