CX: How it all works

In this article I’ll explain the components needed in place to elevate an organization’s Customer Experience.  I won’t go too far in depth into the four parts but rather provide an overview of how they work together with a brief explanation of what they are.  Following, in a continuation of this series of articles, I’ll explain with more specificity how these work (and work together), as they each deserve their own writings.


By | 2020-08-10T15:31:08+00:00 August 10th, 2020|Categories: Consulting, CX Culture, CX Strategy, CX Thoughts, Process Engineering, VoC|0 Comments

How are you segmenting?

I once helped a company which made several different products and offered many different services build out a Voice of the Customer (VoC) program.  Here were two mistakes they were making:

Their first mistake was that they defined their Customers by their own products and services.  One of the important concepts in your VoC program is differentiation between your segments.  The different types of Customers you sell to have different needs, different experiences, and different attitudes about what constitutes good CX.  But how you differentiate matters.

This organization had distinct and broad categories of products and services, which, the bigger you get is inevitable.  You may have so many segments that it’s unreasonable to differentiate too much (or at least to categorize and lump together certain like segments).  But, it’s important to segment your Customers because one size truly doesn’t fit all.  And we’ll get to what to do with the segments in a minute.

Here’s the problem they had:  (more…)

By | 2020-08-29T19:45:15+00:00 July 15th, 2020|Categories: Consulting, CX Strategy, CX Thoughts, VoC|0 Comments

Online conference coming up next week:



By | 2020-07-14T14:34:52+00:00 July 14th, 2020|Categories: Consulting, Leadership, Sightings|0 Comments

Engendering a risk-taking culture

Business philosophers, book writers, keynote speakers, and basically anybody with an opinion on the subject will say that one key to success for an organization is to foster and encourage creativity and curiosity.  That’s surely a good start, but where the rubber really meets the road and awesome things start happening is when members of an organization truly feel free to experiment and take risks.  Of course as with any other theory, simply talking about it doesn’t get it done.  The real show of success is breakthrough ideas and actions that are the hallmark of a culture that really does embrace risk taking.

Too many business leaders (and not just in business…in many walks of life, really) talk a big game about risk taking and entrepreneurship within their organizations but don’t really work toward fostering this character in ways that really provide a good foundation for success.  As with so many marginal leaders, this comes from talking the talk but not really embracing what it takes to turn it into action.  Failure is punished publicly and discussion about alternate solutions aren’t tolerated.  Just get it done, they’ll say.  But then, all too often leaders will intone that they want—even insist—that their teams take chances and look for opportunities to break away from the pack.  But when they don’t see those results and instead go through quarter after quarter of middling performance without any tremendous successes, they far too rarely realize it’s them keeping the group back.

By | 2020-08-29T19:42:57+00:00 May 5th, 2020|Categories: Consulting, CX Culture, CX Thoughts, Leadership|0 Comments