Customer Experience ambition setting is as important for any Customer Experience program as the brand essence for any brand marketing campaign. Having the right CX ambition helps steer the organization to achieve its CX objectives. It helps bring the employees and stakeholders together under the umbrella of an overarching CX vision. A comprehensive process of ambition setting involves three key elements:
- Laying out an organization wide CX Charter
- Defining CX Touch-point Promises
- Breaking down the CX Charter into Departmental Promises
CX Charter serves as a visionary commitment towards excellence in customer experience, to be upheld by the whole organization. It combines the cultural, competitive, and business strengths of the company with its CX objectives. A 3 step process can be followed to craft a visionary CX charter.
- Identify the cultural, competitive, and business strengths of company through ground level workshops with middle management and front line employees. Most of the times what comes out of such workshops is more accurate and valuable than what is mentioned in the official company values documents. You know what to trust!
- Ask the C-level leadership on what they feel are the key strengths of the company in terms of culture, competitiveness, and business acumen of its managers.
- Align what the C-level think with the realities on ground, to create a visionary CX charter that incorporates the real strengths with forward looking CX objectives of the company.
For example, ‘speed to market’ can be one of the company’s key cultural and competitive strengths. On the other hand launching flawless and bug-free products/services could be one of the objectives of CX transformation program. Combination of the strength, ‘speed to market’ and the CX objective, ‘flawless product/service’ could lead to ‘First Time Right’ as one of the points in CX Charter.
CX Touch-point Promises
The next step is to transform the CX Charter into actionable ambitions for key customer touch-points. This is best done by conducting off-site workshops with all departmental heads. The result of such workshop would be to come up with actionable and tangible promises that each department commits to uphold in-order to achieve excellence in customer experience. For example in service industry, the CX touch-point promise for ‘Sales’ could be to evolve from just being a ‘point of sales’ to being a ‘point of experience’.
Once CX touch-point promises are developed and CX Charter is well understood by the departmental heads, the next and most important phase is to break-down the CX Charter for each department into executable strategies. This is best done by having immersive workshops with management team of each department and discussing each point of CX Charter in relevance to the touch-point promise and work done by that department.
For example, the CX Charter point of ‘First Time Right’ for the ‘Sales’ department can be broken down into two executable strategies; ‘making every purchase the right purchase for the customer’ , and ‘disseminating information and knowledge to front liners quickly’.
Developing CX Charter, defining CX Touch-point Promises, and breaking down the CX Charter into Departmental Promises brings the ambition setting process to a 360 degree closure. The real challenge however is making sure that all stakeholders and employees internalize all of it. This challenge will be discussed in another blog post on how to manage the CX Mindset Change.