On November 14th 2018, I had the honor of presenting my methodology on Forrester’s CX Europe forum.

I shared my story along the line of the 5 pitfalls in most customer and employee experience programs.

Below you find a short explanation of the 5 pitfalls. And how you can turn them into success factors for your CX program.

Want to know more and find out how to prevent them?

Download the pdf!

1. Touchpoints ≠ Journeys

Many organisations and CX tooling companies are measuring several touchpoints (branch visit, website visit, call center, etc.).

And then they put them all in subsequent order and they feel they are measuring the journey.

But you are missing out on a lot of info if that’s how you measure the journeys of your customers.

Plus the scores will be much higher than that of the actual journey, so that could explain why organisation still have churn even though all their touchpoints score really well.

McKinsey and HBR have written excellent blogs on this specific topic.

2. Rational ≠ Latent drivers

90% of all research is focused on ratio.

While we know that > 90% of our decisions as human beings is far from rational.

Why are we still smoking if we are rational people?

So there is a gap in the measurements, which is not capturing my real, latent needs.

You need to use smart scientific statistics to make sure you do find these latent drivers.

3. Ambassador ≠ Fun

After finding the real, latent drivers, you want your organisation to start improving the journeys.

This is often the phase of creating ambassadors.

But you already have 20 project with ambassadors, so there is very little energy in that.

You need to make it fun.

Create a theme and make sure you follow it through all the way, just like “customer delight angels” or the “peacocks”.

4. Blueprint ≠ Empowerment

Still feeling the impact of Taylor, most organisation use kpi’s to steer the organisation and their employees.

It’s often input driven instead of output.

When it comes to improving CX and EX, this works counter productive.

Facilitate your employees with the drivers (what), but let them develop their own interventions to improve them (how).

They know best.

5. Blackbox ≠ Measurable change

Which organisation does not want to move toward a more customer centric or even human centric organisation?

A CX program starts and runs for a few years. During these years, the change you want to make is a black box.

Yes you see whether your customers and employees have better experiences.

But you don’t know whether the internal cultural trend toward customer centricity is moving in the right direction.

Therefore, make sure you measure this trend twice a year as well with the CX Culture monitor.

Read more about these 5 pitfalls and how to turn them into success factors by downloading the pdf.

 

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