employee & customer-based business transformations

KennedyFitch & Qualtrics - Employee & Customer-based Business Transformations

May 3, 2023

https://www.kennedyfitch.com/

https://www.linkedin.com/company/kennedy-fitch

22

©2015 QUALTRICS LLC.

The recording for today’s presentation will be available on-demand at talentweek.com. Along with other content and webinars from Talentweek.

Join the conversation on twitter by tweeting @qualtrics using #Talentweek and #HumanCapital.

It’s not too late to register! Make sure your team and network register for Talentweek.

Housekeeping

3

Elliott NelsonPARTNER, HEAD OF TALENT & TRANSFORMATION INSIGHTS

Elliott Nelson has been in top global roles over the past 20+ years, leading business transformations and building the Employee Experience, as Head of Talent, Learning and Organization Development in 5 companies in Germany, Switzerland, The Netherlands and USA (Pfizer, AkzoNobel, Novartis Research, Fujitsu-Siemens Computers, Compaq EMEA). He leads a team of experienced former heads of Talent and Transformation, based in Europe and the USA.

4

Key Questions

Why do we do Surveys?

What do we do with the

information?How can we

really Change?

https://www.facebook.com/

https://www.linkedin.com/

https://twitter.com/

5

66% of consumers who switch brands do so because of poor customer experience. (Kolsky)

66%

Promoters are 81% more likely to repurchase compared with passives (44%) and detractors (16%). (Forbes.com)

81%86% of consumers will pay more for a better customer experience. (CEI)

86%95% of dissatisfied customers tell others about their bad experience. (Dimensional Research)

95%

U.S. brands lose approximately $41 billion in revenue each year due to poor customer experience. (NewVoiceMedia)

$41B

Key Statistics on Customer Insights




6

Key Statistics on Customer Insights

Customer Insight leadersoutperform the market8-year stock performance of customer experience leaders vs. laggards vs. S&P 500 (2007-2014)

CX LEADERS S&P 500 INDEX CX LAGGARDS0%

1000%

2000%

3000%

4000%

5000%

6000%

7000%

8000%

9000%

10000%

11000%

107,5%

72,3%

27,6%

Customer Insights Leaders outperform Laggards by 80%

On average, NPS leaders outgrow competitors 2x-Bain & Co.




7

Key Statistics on Employee Insights

Employee Insight leadersdrive higher TSR

Best Employers saw increases in sales, operating margins and total shareholder return

Aon Hewitt research of 270 companies 2010-13

CX LEADERS S&P 500 INDEX CX LAGGARDS0%

1000%

2000%

3000%

4000%

5000%

6000%

7000%

8000%

9000%

10000%

11000%

107,5%

14%

22%Employee Insights Leaders outperform Top Quartile Companies in TSR by 57%

12%

AVERAGE TOP QUARTILE

BEST EMPLOYERS




8

Mapping the mind of your Customers & Employees

02

01

03

04

Winning StrengthsWhere are we best at delivering value? What services & solutions should we emphasize to increase our win rate? Which capabilities should we build?

Key DriversWhat are the motivations, mindset and behaviors of our best customers and top employees? What drives their decisions to do business with us?

Positive ExperienceWhat is our Customer and Employee Experience and how can we enhance it? How can we improve our reputation and standing vs. our competitors?

Relevant & Inspiring ValuesWhich of our values resonate most with our clients and customers, and how do we measure up against these? How can we improve our consistency?




9

Where are you today? Where would you like to be?

Clear Value PropositionClear, informed value propositions, marketing strategies and campaigns, customers know how which problems you solve

Blurred company imageLack of clear positioning on strengths and solutions, customers and employees not clear on what you are best at or your key aspirations

Alignment & CollaborationYour organization sees the same goals, at the same time in the same way, and solve the same problems for customers & employees

Insight & understandingUnderstanding the employees’ rational and emotional connection and relation to the company as a solid basis for communication

Lack of awarenessNo validated view on how customers and employees perceive and experience the company, what drives reputation, engagement and alignment

Silo BehaviorYour functions and businesses don’t have common goals, don’t collaborate and don’t communicate

RigidityBasis for action-taking and interventions from un-validated client and employee knowledge

AgilitySustainable change and a distinctive position towards clients through validated insights, aligned with employee motives




10

A Change Journey based on Employee & Customer Insights

Change programs & Initiatives touching head and heart

Customer InsightsUnderstand key drivers of what attracts customers & top talent

What actions drive customers to us and lead to success?

Which values resonate and attract our customers?

What identity & key messages do our best customers associate with our brand?

What drives satisfaction in key touch points of the Customer Experience? B

Employee InsightsUnderstand key drivers of what makes employees engaged and successful

What do the most successful leaders and teams do well?

Which values already which engage our employees?

What identity & key messages do our engaged employees associate with our company?

What drives engagement in key touch points of the Employee Experience?A




11

ContinuousBuild culture of continuous

feedback vs. one time input

The Good, Bad & the UglyInsights are sought after, even

(especially) when things are going badly

2-Way Communication Insights are part of a two-way

communication strategy

Customer & Employee JourneyBuild insights all along the Customer & Employee Journey

OutliersFor best ROI, focus on who and which actions are successful, what drives success e.g. high NPS

Key differentiators in successful organizationsHow We Think About Customer & Employee Insights

IntegrateCustomers and employees are asked the same questions & actions are aligned




12

18%

64%

90%

18%

Where To Focus on Employee EngagementRather than addressing everyone equally, the greatest ROI comes from focus on teams & people that are already engaged

Swing VoteUse the ‘highly

engaged’ to influence those that haven’t yet made up their minds to come along with you on your change

journey

Informal Leaders

Successful change begins with

identifying those people that are

already modeling the change you want,

and enlisting them as leaders

Out of ScopeThis group will likely

never change and will see a low ROI on

change investment

Target nr.2This group is open to

change if given a strong sense of

purpose, autonomy and priorities that

matter

Target nr.1We want to identify this group and use

them to influence and engage the ’Swing Vote’ in the middle

Highly Engaged

Undecided

DisengagedResearch shows that most engagement results fall in a ‘normal’ distribution curve.




13

I

What Your People & Customers Are SayingWe help you combine feedback data with HRIS, sales data sets, etc. to get a segmented picture of your employees &

customers

i

i i




14

Segment 1Typical Profile

Key DriversEngagement, Rewards,

Development, Learning, etc



















15

Example: Putting Together the Puzzle

NPSWho has the most satisfied customers and employees?

PIECE ONE

PIECE THREE

PIECE TWO

PIECE FOUR

HRITUnderstanding the particular demographics of successful teams and business segments

DetailWhat did our satisfied

customers say about our Values, Strategy or Service?

Sales DataWhich sales activities lead to

success?

Best Insights come from piecing together different data sets

Composite PictureCombining these data sets tells us which groups are having success with customers and the kinds of things they are doing to be successful




16

Integrated Process Map

Collect

DATA COLLECTION CHANNELS

Others

SMS Feedback

Key Accounts

IVR Surveys Employees

Email Surveys

Website Experience

Mobile & In-App Feedback

Locations

Website Feedback

Contact Centers

Social Feedback

Mobile / App Experience

Analyze

DASHBOARDS BY FUNCTION AND ROLE

COMPARE DATA SETS

Text AnalyticsKey DriversWeightingDigests

Customer DataOperational DataEmployee Data

Executive,Manager &Front-Line

NET PROMOTER SCORES

NPS by business line, geo & comparison to other teams, competitors

Act

Case Management

Scorecards

Data-Based Alerts

Automated Actions

Discover & Leverage Informal Leaders

Design detailed Change plans

Deploy & learn new habits

Guide Top Team on new Strategy, etc.

STRONG SUPPORT OF IMPLEMENTATION

How We Work With You - From Insights To Actions




17

Communicate with teams via online video

Post blogs and invite feedback

Create digital video messaging

Store main communications

accessible anywhere

Regular town hall meetings to interact

face-to-face

Monthly or quarterly webinars

Postings on Social Media

Weekly or Monthly E-mail communication

Consistent Messaging

We help you translate insights into key, consistent messages

on Values, Vision, Mission, Strategy & build 2-way channels to get critical

feedback

We Help You Build Multiple Channels of 2-Way Communication




18

Examples Of Data Insights Applied To The Customer Experience

Communications• Translate the company’s vision, mission and

values into a clear positioning, service propositions and marketing strategies and campaigns

Key Accounts Teams• Which knowledge and capabilities do we

need to build and develop to nourish sustainable relationships with customers with the greatest influence on our company’s success?

Marketing• Understand what attracts &

motivates our best customers• How do we present ourselves to

our customers with a clear image of our company?

Project Management• How can we align our processes,

programs and initiatives with our customers’ motivations and beliefs?

• What is the best way to monitor the progress we make?

Design Teams• How do we best support our

teams in re-designing the customer experience?

• How can we address and mind customers’ needs, perceptions and their relation to our company?

Customer Service• How can we connect with opinions and

needs of customers to successfully support the execution of our new company strategy?

Where & how we can help you build new capabilities




19

Examples Of Data Insights Applied To The Employee Experience

Recruitment & On-boarding• Understand what attracts & motivates our

most successful recruiting and on-boarding• How to train managers & HR to accelerate &

create a positive starting environment?

Development Dialogs• What is the quality of our development dialogs?• How to help Managers & Employees

discuss development in a motivational way that fits with business opportunities?

Performance Discussions• What is the quality of our goal

setting & performance discussions?• How to build Coaching capabilities

for more intrinsic motivation?

360 Feedback• How to build 360 assessments that

reflect our new leadership values?• How to give motivational feedback &

development insights?

Learning• Which learning interventions

provide greatest value & impact?• How to ensure learning is aligned

with personal & business development goals?

Mobility & Succession• Understand key drivers of successful

assignments• Which experiences & business areas

build leaders the fastest?

Where & how we can help you build new capabilities




20

Examples Of How We Help You Use Insights In A Transformation

DeployUse Data & Coaching to

help leaders get feedback as they

implement, practice new ways of thinking and

doing & build Sustainable Change

DesignWorkshops with

Informal Leaders:Define Change Plan for how to change

mindset, behaviors, capabilities, processes,

structures, etc.

DiscoverDiscover Rational & Emotional drivers, identify ‘Informal

Leaders’ who already do well to create high

level plans

‘Why’ ‘What’ ‘How’

Our Integrated Change Approach




21

Model for Organization Change

1 to 2 months

3 to 4 months

5 to 12 months

Team & Peer Coaching (4 to 6 one- hour sessions – over 7+ months)




Thank you for your participation!

https://www.kennedyfitch.com/

https://www.linkedin.com/company/kennedy-fitch