client experience for professional services - keynote

Steven Keith

CXPS 2017

I’m Steven Keith. I work at CX Pilots.

@stevenkeith 2

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/introduction

Hello.

@stevenkeith 3

/clients

This is where I learned to apply my Client Experience ideas and skills.

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You know there are a 1000 things you can do with CX.

Knowing what to do first is what makes all the difference.

www.cxpilots.com

/introduction

http://www.cxpilots.com

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What is client satisfaction worth?

If you knew you could measurably improve every client’s experience with your firm, would you do it?

/introduction

experience


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If you knew you could measurably increase every client’s satisfaction with your firm, would you

/introduction


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Is your answer — “depends”

/introduction


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Depends on what we have to do and how much it will cost?

/introduction


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/introduction

Depends on how long we want to remain competitive?

or


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/introduction

Depends on how long we want to compete?

The average RETURN ON CX is 234% Average program duration: 400 days.

Firms with mature CX programs are on average 44% more profitable.

The average successful CX program is built from 60 mini-pilots each which average $9,000.

$540K to yield $1.26 million.

Firms launching CX programs: 2013: 12% 2017: 66% 2014: 20% 2018: 75% 2015: 38% 2019: 80% 2016: 54% 2020: 91%


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/introduction

Depends on how long we want to compete?

SHIFT

HAPPENS


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The finest CX leaders know that it all comes down to complex DECISIONS about change.

almost right

probably wrong ?

10 hours a day splitting the difference between ‘almost right’ and ‘probably wrong.’

/introduction

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The CX leaders we talk to aren’t interested in taking over the universe,

they’re just looking for the calm in the storm.

/introduction

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Here’s what we understand about Client Experience leaders

• strategy, we already have one • balancing act, no net • objectives, very ambitious • resources, very limited • to-do lists, the longest in the company • priorities, they all are • best practices, we’re using Forrester's • funding, yea right! • trust, we’ll see • technology, wait… what?

So… what the hell is going on?

/introduction

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WTF! Why is it so difficult?

Because we let it be that way.

/introduction

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We’re intimidated by what we don’t know or understand.

What is our fist step? Is it the right step? What if it doesn’t work? What if we spend money and it doesn’t pay off? Which people do we need to make it effective? What technology is necessary? What if I have to ask our clients more questions? What if we take too long to prove that it’s working? How will this affect my reputation?

/introduction

What if we have to change some of our core processes? What if it indicates we have to hire more people? What if after getting into this its cost spirals out of control? From where in the firm should it be operated? What if it causes strife between departments?

CLIENT: I wonder if I’m working with the right firm?

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STOP WORRYING ABOUT YOU.

/introduction

START THINKING ABOUT THEM.

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Let’s talk about some differences.

Customer Experience

/introduction

Client ExperienceCustomer Experience is the sum total of all feelings and interactions a customer has with a brand over time. It’s a volume concern. Lower incremental stakes.

Sure, it’s about relationships, but it’s a lot more about removing friction from discrete interactions.

Client Experience has a similar sum but it is far more concerned with longevity and depth of relationships.

While discrete interactions are important, it’s more about qualitative relationships where highly-skilled services are the “product” delivered, personally.

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Beyond definitions…/introduction

Client Experience

• longevity and depth of relationships

• qualitative exchange • highly-skilled services are the

‘product’ • personalize the delivery

Experience Ecosystem

• deepen client knowledge • map client lifecycle • increase value per interaction • measure client lifetime value

BONUS: Develop eminence through content, make it all more predictable, tie it all to revenue

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PRIYAL’S STORY

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Meet Priyal. She works at a large engineering firm.

Last month she became the third person to inherit a struggling CX program.

(This is not her real name or picture, but it is her real story.)

/story

Her mandate? 25% increase in net revenue from CX in 24 months. $125 million from CX in 2 years.

Her palette? $500 million company, 310 customers, 520 employees, three bosses, 14 global locations, a son with autism and a husband in MBA school.

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At first, Priyal was freaked out.

Then she began to see an opportunity of a lifetime.

/story

Instead of choosing to continue along her predecessor’s path, we advised her to hit ‘RESET.’

Her first step? A comprehensive assessment of where her company’s CX program has been.

An effective ‘RESET,’ helps us understand where previous attempts had fallen short—to prevent repeating them.

Priyal’s next big step? Get her CEO involved—fast.

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RESETIf your company understands the advantages of competing on the basis of CX, but your CX program is not where you’d like it to be, your smartest first step may be hitting ‘RESET’ and conducting a Client Experience maturity assessment.

/story

What Priyal’s assessment uncovered: • No previous Client Experience maturity assessment

• Last two efforts were platform-centric and driven by IT. (Two Adobe Experience Manager integrations totaling $5 million)

• Executive support for the program trailed off abruptly

• The CX program has been inadequately-funded

• No formalized client research

• No measurement/metrics methods or capabilities

• Marketing segmented ‘users’ on project basis only

• Content was solely focused on projects

• Internal communications was a Sharepoint disaster

• Impenetrable silos between Marketing, Sales, IT, Operations, Project Management, R&D, Corporate, and Client Support

• Previous Herculean attempts tried to do everything at once and were road-mapped with unrealistic completion dates

• A staggering amount of personal agendas and CYA 12

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Four focused PRIORITIES emerged from the CX Maturity Assessment:

A more comprehensive understanding of the company’s true CX baseline

The formation of the CX Center of Excellence under her leadership

‘Pollinate’ CX through strategic internal communications and custom immersive workshops including executives, leadership and employees

Execute the first several ‘quick win’ pilot projects that get CX off the ground

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What’s wrong with all the CX Maturity assessments out there today?

Most CX assessments are like art museum gift shops.

Each CX Platform offers their own simplified assessment, and when you’re finished, it leads you out into their ‘gift shop' where you can buy anything as long as it’s their platform.

When the exit to a CX Maturity assessment is the entrance to a business case for another CX platform, it doesn’t help CX leaders trying to diagnose their current state.

THE WRONG CX ASSESSMENT CAN COST YOUR FIRM $MILLIONS

1 A more comprehensive CX baselineHow to assess CX Maturity the right way.

- Assess deeper context—not generically through one person

- Create custom CX Maturity assessments—other’s diagnostics won’t tell you what you need to know

- Make your assessments a Trojan Horse—enter as a learning tool, exit as a teaching and collective ambition tool

- Expand assessments horizontally and vertically to broader range of people

- Horizontally: (Marketing, CX, Operations, HR, Finance, IT, Sales)

- Vertically: (executives, leadership, frontline employees)

- Reassess on a bi-annual basis

- Only measure what you intend to improve

/story

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The CX Center of Excellence is the new Command Center for your organization’s CX.

2 Formation of a CX Center of Excellence

What is a CX Center of Excellence?The nucleus of Client Experience effort. Essential to create a CX COE when resetting a company’s Customer Experience program.

Modern CX COE’s have four layers:

MEASURE, BUILD, SUPPORT and IMPROVE.

Because Priyal’s mandate was tied directly to a revenue expectation, we developed a CX COE to accelerate impacts from a mix of cost savings & revenue generation.

Assess/Diagnose/Strategy

Research/Design/Transform/Implement

Ongoing Operational Support

Continuous Improvement/Governance

MEASURE

BUILD

SUPPORT

IMPROVE

Future Readiness

Revenue Optimization

Customer Experience Transformation

Operational Excellence

Empower Smart Teams

Operations Agility

Smart Technology

Predictive Analytics

Cross-sell Up-sell

Loyalty/Advocacy Management

Social Media

Multichannel Optimization

Customer Sat & Call Quality

Closed-loop Complaint Management

Call Reduction Smart Routing Self-Service

Increase Agent Productivity

Global Service Delivery

Data Management

As the leader of the CX COE, you have to start by asking, “How well are we doing and what needs to change?” for each of these areas.

/story

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An internal workshop plan that will stimulate your Client Experience program: 3 ‘Pollination’ of CX through immersive

workshops that includes executives, leadership and employees

Workshops should be more than excuses to escape cubicles.

Workshops are the best way to cultivate collective ambition behind modern CX programs.

They should be designed to advance the awareness and criticality of CX in your firm.

They should increase knowledge, build stronger peer networks through collaborate ideation, design thinking and shared accountability for the work that matters most.

Great CX workshops don’t inculcate, they empower.

CX and Executive Decision Making How to Make Better CX Decisions with Confidence and Agility.

The Power of Better CX Assessments How to Leverage CX Maturity Assessments to Gain Broader Organizational Alignment.

CX Program Value How to Build Economics into a CX Program and Tie it to Revenue.

Client/Employee Journey Mapping How to find and understand relationships between people and needs.

Building Stronger CX Programs How to build smarter CX methods into the organization.

CX Program Measures, Metrics & Analytics How to measure everything that matters in CX.

CX Program Support & Governance How to sustain advancements in CX when it stops feeling like an initiative and starts felling more like business as usual.

/story

A modular approach to CX helps leaders gain manageability and predictability while taking greater control over risk and cost.

4 Modularity of ‘quick win’ pilots that spur momentum and collective ambition

Of the 30 ways to eat an elephant, none of them involve doing it in one bite.

Trying to accomplish too much at once and not showing early significant WINS to the org and leadership is the #1 killer of CX programs.

Effectively Adopting Modularity ‘Rule of Thumb’

Step One - Apply more strategic CX Maturity assessments to find priority gaps. Step Two - Map out range of “pilots” that can provide the most effective and least invasive “fix” in the shortest possible time frame.

Step Three - Adopt agile. Complete selected priority pilots in 30-45 day sprints. Step Four - Communicate accomplishments with a steady drumbeat.

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/story

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CUSTOMER-CENTRIC Leading with an out-side-in mindset while acting as a fierce advocate for the client in the face of organizational resistance to change.

This empathic attribute is critical to direct the organizational shifts to better understand and serve the needs of their clients.

CONTENT-DRIVEN Strategic content is under-used.

It’s necessary to tell the firm’s story about its value, its clients, the efforts of employees, the changes it needs to make and the journeys along the way.

It’s how you build collective ambition.

DATA-MINDED CX requires persistently finding the right information for the right purposes and quickly converting it into meaning toward outcomes.

Successful CX programs use data as a compass. They know how to re-orient.

They use it to increase confidence in decisions.

CHANGE-FLUENT Modern CX requires internal change management applied to team structures, processes, technologies and platforms and to people’s ability to manage and work.

Understanding impact and how to elongate key relationships in every change is mission-critical.

BITE-SIZED & AGILE Smaller, modular quick wins create momentum and confidence in change. Demonstrating a string of early successes does wonders—not to mention they require fewer resources and are significantly easier to accomplish.

The key is to think in terms of “delicate interventions” with an abundance of prioritization and foresight.

EMPLOYEE-ENGAGED Employees thrive when they feel an increased sense of purpose, trust, authority and autonomy to meet expectations around accountability.

When organizations empower their employees, they are significantly more likely to put more into their work and get more out of it as a result. Win-win.

/story - modularity

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CASE STUDY OUTCOMES

/tools

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Leadership values CX tied to revenue

Employees understood new priorities 34% increase in Employee satisfaction

Engagement in CX increased by 30%

Finance department partnered to install Client Lifetime Value/CLV rose 14.5%

CX Center of Excellence governed change

Stream-lined client research, client service / support, marketing and sales

Client Satisfaction (CSAT) improved by 23% and Net Promoter Score (NPS) increased by 20%

Secured 250% increase in budget for CX

/outcomes

Priyal is well on her way to meet her aggressive goal of 25% net revenue increase from CX.

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TOOLS & APPROACH

/tools

CX “Flight Check”

Strategic Alignment

Awareness of Client

Design Practices

Governance & Support

Client Channels & Touch Points

Performance Measurement

Client Communications

Client Culture

Platforms and Frameworks

Know Your Organization’s Client Experience Interaction Aptitude

Know Your Organization’s Client Experience Delivery Aptitude

Know Your Organization’s Client Experience Management Aptitude

/tools

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Actionable intelligence to set the right direction and priorities

CX Flight Check

Priority 1Initiatives







CX Flight Compass: The Road Map to CX Optimization

Know Your Organization’s Client Experience Interaction Aptitude

Know Your Organization’s Client Experience Delivery Aptitude

Know Your Organization’s Client Experience Management Aptitude

/tools

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Pragmatic & simplified

Quicker wins

Modular and manageable

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Easily measurable

Engage employees

Create and sustain momentum

Pilot projects are deliberately smaller and quick-win-oriented. They are modular and iterative interventions that accelerate success for building long-term client experience gains

A brief note on “pilot” projects:

/tools

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Low Resistance Low Cost

High Resistance High Cost

High Client Value

Low Client Value

Client V

alue Adopt a systematic

approach forcing focus on plotting quick wins that help prioritize things that matter most with the least organizational resistance.

Mapping Your Client Experience Pilots

/tools

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Organiz

ational

Value

CX Program Operations, COMPREHENSIVE Functional Roadmap

Measure & Assess

Sales

Building a More CX-Responsive Organization

Client Care

Digital/ e-Business

IT

Voice of Client

Social Listenting

Client Support

Call Center

People & Teams

Process & Workflow

Technology & Platforms

Communications & Support

INTE

RACT

ION

PILO

TSMA

NAGE

MENT

PIL

OTS

DELI

VERY

PIL

OTS

Marketing

CX Center of Excellence

2015 Q3 Q4 2016 Q1 Q2 Q3 Q4 Q1 Q22017

P11

P33

P61

P12

P2

P121

P82

Establish Learning Lab

P2a P2b P2c

Interaction PilotMeasure Pilot

Management PilotDelivery Pilot

P23 P26 P30

P29 P39

P74

P97

P181

P85

P98

P104

P132

P6 P126

P177

P142

P156

P110

P165

P108

P93

P106 P36

P138

P195

P160

P192

P198

P73

P17

P190

P147

P213

P44

P16 P207 P16a P121

P163 P20 P47 P53 P158 P88

P68

P200 P76

P7

P31 P178 P205

P219

P188 P184 P125 P58

P179

P10

P48P74

P226

P35 P13 P105 P43 P103 P197 P157 P89 P107

P39a P39b P39c P39d

P86 P119 P75 P67 P4 P112 P93 P19 P38 P71 P79

P155 P171 P72

P10a

P238 P174 P88a

P80

P217 P102 P88b

P44a

P113 P117

P44d

P186 P210

P16b

P221 P69 P84 P99

P16c

P128

P16d

P160

P150 P172 P145 P90a P63 P90b

P30a

P63a P90c

P30b

P63b P90d

P30c P30d P30e P30f

P232 P60 P201 P60a P183 P60b P169 P60c P60d P60e P60f

P63c P90e P63d P90f

P12a P12b P12c P12d P12e P12f P12g

P135 P8 P88c

P235 P140 P130 P123 P14 P215 P115

P228 P202 P237 P77 P65 P50 P56 P41

P10b P10c

P44b P44c P44e

P16e

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/tools

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78

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Measure & Assess

Sales

Building a More CX-Responsive Organization

Client Care

Digital/ e-Business

IT

Voice of Client

Social Listenting

Client Support

Call Center

People & Teams

Process & Workflow

Technology & Platforms

Communications & Support

INTE

RACT

ION

PILO

TSMA

NAGE

MENT

PIL

OTS

DELI

VERY

PIL

OTS

Marketing

CX Center of Excellence

2015 Q3 Q4 2016 Q1 Q2 Q3 Q4 Q1 Q22017

P33

P12

P2

P82

Establish Learning Lab

P2a P2b P2c

Interaction PilotMeasure Pilot

Management PilotDelivery Pilot

P23 P30

P29 P39

P74

P97

P181

P85

P104

P132

P126

P142

P93

P106

P195

P192

P17

P190

P16 P16a

P163 P53 P88

P200

P178

P219

P184 P58

P10

P48P74

P13 P197 P89

P39d

P119 P67 P112 P93 P19 P71

P72

P10a

P88a

P44a

P113

P210

P16b

P221 P69 P84

P16c

P128 P160

P172 P145 P90b

P30a

P90c P63b

P30c P30d P30f

P60 P169 P60c P60d P60f

P12b P12e

P135 P88c

P235 P140 P130 P123 P215 P115

P202 P77 P50 P41

P10b P10c

P44b P44c P44e

P16e

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/toolsCX Program Operations, TYPICAL Functional Roadmap

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Stalk your Finance Dept. Tie your CX to revenue & measure w/ Client Lifetime Value.

Engaging employees is the magic bullet.

CX is just knowing clients better so that you can serve them more intimately.

Centers of Excellence are the only common element in every CX program I’ve seen.

Client data is currency, hoard it!

Funding for a CX program correlates to your CEO’s understanding of its value.

Don’t bite off more than you can chew!

Always wear clean underwear.

/takeaways

If you only walk out of here with one thing, I hope it’s one of these:

CXPS 2017 Steven Keith

Thank you.