As I was writing my latest book, Built to Win, I wanted to be sure to incorporate the notion that it’s important to design a customer-centric culture because there are clear outcomes to doing so. Culture (and certainly not one that puts the customer at the center of the business) isn’t just fluff. It’s tangible. It’s measurable. It’s critical. It’s the foundation of the business and of business success.
You can never go wrong by informing your product development and your customer experience strategy with ongoing customer feedback – or by putting the customer at the center of all of your product or business decisions. The Honda Shogo is a great example of how to hit a home run by co-creating a product with your customers.
Let’s consider this when it comes to the Great Resignation: People don’t leave managers; they leave the culture of the organization. I believe that’s a more-accurate statement, especially when we know that culture is the foundation of the organization and that the culture is shaped by the worst behavior a leader is willing to tolerate or allow.
Executive commitment is important. It ensures that you get the resources – human, capital, financial, time, etc. – needed to move forward successfully with your transformation work. But what if that commitment is lacking?
The most-popular listening channel, without a doubt, is surveys. But there are some challenges when it comes to using this listening tool – as well as any of the others. In this post, I run through those challenges. It’s not an all-encompassing list, for sure, but I’ll offer up some links for other content to consider as you ponder these challenges.
Almost three years ago to the date, I wrote a post titled, Customer Understanding: The Cornerstone of Customer-Centricity. I’ve been speaking about it much longer than that because it’s an important concept to understand and to execute on if you want to be a customer-centric organization. Customer understanding truly is the cornerstone. But what is a cornerstone? And how does it relate to the work that you’re doing?
UserTesting’s 2022 CX Industry Report came across my desk, and I took a run through what they uncovered. The following three topics were touted as the highlights of the report. I’ve shared the topics, plus the highlights drawn from their PR agency.
I recently got a copy of Dr. Natalie Petouhoff’s book, Empathy In Action: How to Deliver Great Customer Experiences at Scale, which she co-wrote with Tony Bates, chairman and CEO of Genesys. The book is described as “a bold new look at how technology can become a force multiplier to deliver more empathy and integrate deeper, more personalized human connections into everyday business interactions at scale.”
You’re listening to customers, right? What are you doing with the feedback? How do you ensure that it is properly socialized and operationalized? Do you incorporate action planning into your follow-up work?
Companies struggle with how to design the employee experience. I’m not sure why because the work that you need to do is very similar to the work you do to design an experience for your customers. (Why wouldn’t it be?!)