Digital CX Teams In The Post-PC Era: Your Questions Answered

Last month, I delivered a webinar about digital CX teams in the post-PC era. I described the importance of having a clear strategy for the digital customer experience and how it should align with the overall customer experience vision in nondigital touchpoints. I shared examples of how companies hire and train essential in-house skills like journey mapping and storytelling to avoid overreliance on partners. And I talked about how companies should take an ecosystem approach to organizing their digital resources. There were some great questions posed during the call, and I wanted to answer them here.
 
Q. What is the typical team structure of a post-PC CX team?
 
A. There is no one standard model for digital CX teams — we see a variety of different structures. Some teams, like the one at Target, are quite large and encompass many disciplines and skills. Others, like the team at Express Scripts, are smaller and focus more on the high-level vision and orchestration of projects. 
 
What is consistent across teams is that they build strong connections with key stakeholders throughout the company. Teams actively foster collaboration and skills development both within the team and with key partners inside and outside of their organizations. Many teams provide career paths for individual contributors and mentors for junior team members by promoting strong performers to manage subteams within the larger digital CX team. 
 
Q. What specific roles in a CX team are typical?
 
A. Typical roles include: 
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Digital CX Teams in the Post-PC Era

We are now in the post-PC era. Ownership of connected devices continues to grow — the average US consumer now owns two or more connected devices — and they expect to be able to use those devices: 
  • Sequentially: starting a task on one device and seamlessly completing it on another. Data from Google shows that 90% of consumers who own more than one connected device have crossed devices in pursuit of their goals.
  • Simultaneously: using two devices at the same time to “multitask for efficiency.” Despite overwhelming evidence that humans cannot really split their attention among multiple tasks, 82% of global consumers believe that multiscreening makes them more efficient, and they act on that belief. 
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Engaging Employees For Customer Experience Success: Your Questions Answered

Earlier this month, I delivered a webinar about sharpening customer experience focus with employee engagement. I described the correlation between more engaged employees and better performance on business and customer metrics. I shared examples of how companies are planning, socializing, and reinforcing engagement in ways that drive improved customer experience outcomes. There were some great questions posed during the call, and I wanted to answer them again here.
 
Q: What are the measurements or the questions being asked to gauge employee engagement?
 
A: Virtually all companies measure employee engagement today. I would encourage everyone to take a look at their existing employee engagement survey to see what questions are being asked in their organizations. Here are some examples of the broad categories typically covered in employee engagement surveys:
  • Employee Net Promoter Score (NPS), loyalty, and satisfaction.
  • Support and competence of direct managers.
  • Confidence in the company’s vision and mission.
  • Belief that company is customer-focused.
  • Clear communication and collaborative work environment.
  • Growth and career opportunities.
  • Empowerment and flexibility, including autonomy and work-life balance.
  • Rewards and recognition.
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Align Employee Rewards And Incentives With Customer Outcomes

The idea of customer-focused rewards and incentives for employees isn’t new. But lack of widespread adoption points to missed opportunities for many companies. Forrester asked customer experience (CX) executives whether or not their firms link employee recognition to customer experience metrics, and the vast majority of informal and formal reward programs are not tied to customer experience outcomes.

 

My recent interview with Blair Skramstad from John Deere Financial reinforced why connecting employee and customer goals is so important. Blair told me that they recently rolled out a customer experience storytelling competition to collect great CX stories and shift their culture to be more customer-centric. One of their customer experience champions expressed frustration that so many of the story submissions she received were anonymous. She discovered that employees were afraid that their managers would be upset that they were spending time with customers as opposed to their primary responsibilities. This is a perfect example of where well-crafted customer-centric goals would have made a difference. 
 
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Harness Interest In Employee Engagement To Improve Customer Experience

Earlier this summer, Gallup published their 2013 State of the American Workplace report. That report showed that higher levels of employee engagement correlate with better customer outcomes like improved satisfaction scores and loyalty. But it also found that rates of employee engagement in the US working population remain stubbornly low: Fully 70% of US workers report that they’re either not engaged with their jobs, or actively disengaged
 
In my new report, Sharpen Customer Experience Focus With Employee Engagement, I show how companies can improve employee engagement in ways that also deliver better customer experiences. I found that companies who are succeeding follow a few crucial practices: 
  • Create employee engagement roadmaps. Customer experience leaders should start by assessing the level of employee engagement at their firms today. With this data in hand, CX pros can perform gap analyses to identify areas for improvement. 
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