how to get more from your cx efforts

CXFS Conference, VIP Lunch & Learn September 29, 2015

HOW TO GET MORE FROM YOUR CX EFFORTS

Table of Contents •  Why We’re Here

•  Our Company

•  Our Team

•  Past Work

•  Competitive Pressures for Financial Institutions

•  The Gap of Discontent

•  Key Inhibitors of CX Success

•  Hypothesis 1: Holistic Organizational Balance for CX

•  Our Offerings that Support Hypothesis 1

•  Hypothesis 2: CX + BI + IM

•  Our Offerings that Support Hypothesis 2

•  Road Map: 180 Day Action Plan

•  CX Maturity Program

•  Comprehensive List of Centerline’s Offerings

1!

First, why we’re here. To learn, connect and to share some hypotheses that are making a difference for some of our clients. We’re chronically curious about what is keeping CXperts from doing their best work within their org. What is happening inside your organizations that prevents you or slows your progress in achieving the CX success and growth you are after? And also…what can you be doing alongside CX that will elevate your results even further?

2!

Our company Centerline itself is a Modern Marketing Laboratory, creating custom success formulas for the world’s most progressive enterprises.

The people speaking here today are from this team.!

3!

Our team Centerline Marketing Change Management (MCM) is a team that enacts change within organizations, with specific focus on designing and implementing CX/CEM programs and initiatives.

4!

Past Work By Centerline: !

By Centerliners: !

5!

Financial Institutions are on the front line of CX

6!

Discontent

This Disruption is Causing the Gap of Discontent

7!

Discontent

The Goal of CX: Shrink The Gap of Discontent

8!

What is complicating your CX efforts?

9!

Top10 CX Program inhibitors.

10!

IDIOSYNCRATIC COMMON

Different silos

Different CX methodology

Isolated BI teams, not focused on CX

Disconnected innovation methodology

Different levels of authority in play

Varying levels of IT involvement

Different budgets

The org not set up for success

No agile processes in place

The culture was totally disengaged

Key Inhibitors of CX Success:

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Different silos






Different budgets




This is where we end up spending most of

our time. !


12!


Different silos






Different budgets




And where we bring the most value to our

clients. !EVERY. SINGLE. TIME. !


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Hypothesis 1: There are three key organizational segments that require holistic balance in order for CX initiatives to be truly successful.

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CUSTOMERS

PROSPECTS PROSPECTS

PRODUCTS

insurance loans

money market credit

money transfer

anal

ysis

CHANNELS

social

CX

CX

CX

CX

Environment

This white space represents your financial institution, surrounded by typical products and channels.

Current CX efforts tend to focus on the space between you and the market.

CUSTOMERS

PROSPECTS PROSPECTS

PRODUCTS

insurance loans

money market credit

money transfer

anal

ysis

CHANNELS

social

ORG

CX

CX

CX

CX

Environment

Factor 1: Your Organizational Structure. There are three key organizational segments that require holistic balance in order for CX initiatives to prove truly successful.

CUSTOMERS

PROSPECTS PROSPECTS

PRODUCTS

insurance loans

money market credit

money transfer

anal

ysis

CHANNELS

social

ORG

PROCESS

CX

CX

CX

CX

priority

Environment

Factor 2: Your Organizational Process

By having a process aligned with structure, you begin to achieve a defined priority of operations and strategy.

CUSTOMERS

PROSPECTS PROSPECTS

PRODUCTS

insu

rance

loans

money market credit

mon

ey transfer

anal

ysis

CHANNELS

social

ORG

PROCESS CULTURE

effectiveness

capability priority

Environment

Factor 3: Your Culture

Aligning your culture with your structure and process reaps an effectiveness and capability crucial for CX. This in turn, leads you organizational quality

= Quality

CX

CX

CX

CX

CX CX

CX

CX

Have you experienced a misalignment with your org?

Process & Culture connected but not connected to leadership (org)? Or Leadership (org) and process are connected but Culture is not. These are examples of misalignments.

19!

Our Offerings that Support Hypothesis 1:

Organizational Design

Organization Map, Roles/Responsibilities/Authority Matrix, Employee Engagement Programs Do you find yourself asking any of the following? 1. Our employees are not owning their responsibilities. They are not clear on their role. 2. Departments are siloed and authority is unclear when it comes to decision making. 3. Executive marketing/content decisions are being made irrespective of other departments. 4. Employees morale is low. They feel that their voice is not heard. They say they don't know what changes are happening. 5. We don't have the right talent and/or capabilities to perform the right task necessary 6. There's a lack of organizational accountability. 7. We want to know how to set up marketing organization for sustainable high performance. 8. We need to establish the strategic direction for growth but aren't sure how to get there?

Organizational Audit Audits/Analysis, Future State Vision & Planning, Marketing Maturity Modeling, Business Case Design, Data-Based Marketing Assessment Do you find yourself asking any of the following? 1. I am a new executive and know I want to make changes in Marketing but am not sure where we stand today. 2. We are not sure where we need to start the changes we feel are necessary. 3. What are the most modern/progressive marketers doing that may be applicable to us? 4. How can we know what marketing approach is optimal for our company? 5. How do I justify significant marketing transformation (sponsoring/funding the initiative) to the C suite? 6. We want to know what changes can free up some capital to fuel new growth initiatives. 7. We want to know how to develop a business model and operating model to increase our marketing's competitive advantage. 8. We want to plan a major re-alignment that of our investment in technology, people and process and need to figure out how to roadmap it all.

20!

Digital Transformation

Transformation Frameworks, Change Roadmaps, Change-Ops Planning, Implementation Planning/Support Do you find yourself asking any of the following? 1. We want to simplify the organization. We suspect we are mired in complexity. We want to know what kind of changes can bring much needed simplification to our approach. 2. We want to increase capital efficiency in our marketing. What changes will make our investments work harder? 3. We have to reduce costs in our marketing. Not only do we suspect we are doing much of the wrong things, but we're spending too much in doing them. 4. We know we want to change our approach to marketing, we are struggling to know how. 5. Digital is changing the way our customers want to interact/transact with us. Not sure how to protect our future.

Centers of Excellence

Building Centers of Excellence, Future Vision, Integration Plans, Process/Prioritization Re-engineering, Governance Do you find yourself asking the following? 1. We need to make significant changes and ensure that they stick. 2. We want to continuously improve 3. We need to empower our people with change 4. How can we manage the change? 5. How can we build in accountability of these changes into our processes and structure?


21!

Voice of Customer Programs

VOC Integration Strategy, Vendor/Tool Selection, Program Integration/Support Do you find yourself asking any of the following? 1. We have to shift to listening more to our customer but not sure what works. 2. What options, vendors, tools are there that can help me engage with my customers better? 3. How can I build a program that will help us better capture customer insights? 4. I want to take customers insights and fold that back into business improvements. How do we do that?

Operations Strategy

Operations Maps, Strategic Ops Alignment Do you find yourself asking any of the following? 1. It's not clear what specific things we need to do to remain aligned to our corporate strategy. 2. We're not planning our resources appropriately to accomplish all the things this company needs to do.


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Hypothesis 2:

The future of effective CX is more than just CX.

23!

Customer Experience

CX

Business Intelligence

BI

Innovation Management

IM ++

Additive Formula for CX

24!

Customer Experience

CX


BI


IM ++


Financial Institutions potentially have a decade of transactional data. Use it.

- Use data and analytics to segment smarter. - Use BI with a portfolio approach to innovation. - Predict segment shifts. - Prioritize CX innovation backlog, persistently. - Visualize dynamic gaps.

- Run cost/benefit per segments per cycle. - Measure performance of enhancements. - Measure team performance against KPIs/KRIs. - Run Gap of Discontent Analysis often. - Build fluency in BI.

25!

Customer Experience

CX


BI


IM ++


Innovation Management is the measured process an organization follows to create discoveries of value that fill unmet customer needs or allow them to get a job done better. Most customer “excitement” comes from needs they cannot yet articulate. Innovation does that. FI’s will counter external environmental disruption by bringing net new value to the customer.

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CUSTOMERS

PROSPECTS PROSPECTS

PRODUCTS

insurance loans

money market credit

money transfer

anal

ysis

CHANNELS

social

ORG

PROCESS CULTURE

CX

CX

CX

CX

effectiveness

capability priority

PROSPECTS

KEY

= Quality Internal Engagement External Experience

Introduce innovation management and business intelligence to the CX within this space…

CX CX

CX

CX

CUSTOMERS PROSPECTS

PROSPECTS PROSPECTS

a

PRODUCTS

insurance loans

money market credit

money transfer

anal

ysis

CHANNELS

social

ORG

PROCESS CULTURE

CX

BI

IM

CX

BI

IM

CX

BI

IM

CX

BI

IM

effectiveness

capability priority

KEY

= Quality Internal Engagement External Experience

CUSTOMERS

…And greatly increase your serviceable market


Business Intelligence Programs

Full Cycle Business Intelligence/Analytics Programs, Data Warehouse, BI Conceptual Architecture, Data Models, Visualization, Reporting/Analytics Dashboards, Data Governance 1. We actively use data-based marketing approaches but aren't sure we're doing it as well as we could be. 2. We aren't sure how Business Intelligence. 3. All our data is trapped in silos. We aren't sure how to aggregate across BUs for better approaches to marketing.

Digital Transformation

Transformation Frameworks, Change Roadmaps, Change-Ops Planning, Implementation Planning/Support Do you find yourself asking any of the following? 1. We want to simplify the organization. We suspect we are mired in complexity. We want to know what kind of changes can bring much needed simplification to our approach. 2. We want to increase capital efficiency in our marketing. What changes will make our investments work harder? 3. We have to reduce costs in our marketing. Not only do we suspect we are doing much of the wrong things, but we're spending too much in doing them. 4. We know we want to change our approach to marketing, we are struggling to know how. 5. Digital is changing the way our customers want to interact/transact with us. Not sure how to protect our future.

29!

Road Map:180 Day Action Plan Establish initiative goals

Build business case

Define CXIMBI Agenda

Roadmap 180 day Journey

Design CXIMBI team

Align CXIMBI strategy with business strategy

Build CXIMBI coalition

Design coalition story

Assemble core CXIMBI team leadership mandate

Perform a CXIMBI skills/ capabilities Audit

Perform an rapid BU collaboration audit

Interview leadership, BU heads

Develop CXIMBI internal blog

30!

CLI

ENT

CEN

TER

LIN

E

Establish CXIMBI funding

Co-present business case

Create CXIMBI Charter

Gather and review all CX data/results

Obtain Sr. buy in on funding and Charter

Review all customer and Market BI/data/analytics

Kickoff CXIMBI comms

Review innovation management methods

Marketing/Sales/Ops financial ecosystem

Review customer segmentation/journeys

Review competitive landscape

Review operations strategy

Review cultural landscape

Develop Comms Plan

Launch internal blog


Build business case



Design CXIMBI team









31!

CLI

ENT

CEN

TER

LIN

E

Present Prototype Ecosystem

Establish core intake prioritization schema

Establish hardened measurement/reporting

Prototype CX innovation management method

Prototype X-channel data collection

Prototype BI/data ETL approach/warehouse

Prototype KPIs/metrics

Prototype CXIMBI process

Prototype org structure

Collaborate on prototypes

Co-establish KPI framework

Progress Communications

Establish Prototype Environment Establish CXIMBI funding










Develop Comms Plan



Build business case



Design CXIMBI team









32!




CLI

ENT

CEN

TER

LIN

E

Present CXIMBI ecosystem to leadership

Run two successive 2 week CXIMBI sprints

Develop series of video content on the changes

Tie CXIMBI to financial outcomes

Refine ETL for BI/data and metric outputs

Create CXIMBI governance

Refine CXIMBI processes

Design executive dashboards

Launch video content on CXIMBI blog

Collaborate on CXIMBI Sprints

Collaborate on ETL for BI/data

Co-create video content for blog

Collaborate on Executive Dashboards

Present Prototype Ecosystem

Establish core intake prioritization schema

Establish hardened measurement/reporting

Prototype CX innovation management method

Prototype X-channel data collection

Prototype BI/data ETL approach/warehouse

Prototype KPIs/metrics

Prototype CXIMBI process

Prototype org structure

Collaborate on prototypes

Co-establish KPI framework

Progress Communications

Establish Prototype Environment

Establish CXIMBI funding













Develop Comms Plan


CLI

ENT

CEN

TER

LIN

E

Establish initiative goals

Build business case



Design CXIMBI team









Road Map:180 Day Action Plan

33!

Where does your organization currently sit on a CX maturity scale?

What are your current CX goals and are you doing all that is needed to achieve those goals?

Where could you use additional help to achieve these goals?

The following CX Maturity Program will help to answer these questions. It will also provide a trajectory for

your CX program.

CX Maturity Program

BUILD MOMENTUM ESTABALISH CX

FOUNDATION GETTING STARTED

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ORG CX GOALS Action Needed To Achieve ORG CX GOALS

•  CX need within the org defined

•  The org’s CX benchmark determined

•  Start CX strategy

•  CX leadership identified

• Establish CX initiative goals

• Create CX charter

• Obtain senior buy-in on funding and charter

•  Nominate CX leaders

•  Identify BI desires - what you wish you had

(i.e. data, visualizations, technologies, etc.)

•  Prioritize BI desires

•  Design coalition story

•  Build business case for CX program

•  Roadmap 180 journey

•  Start of CX strategy (align strategy with

biz strategy)

•  Review cultural landscape

•  Review innovation management methods

•  Marketing/Sales/Ops financial ecosystem

•  Review customer segmentation/journeys

•  Review competitive landscape

•  Review operations strategy

•  Conduct BI current state assessment

LEVEL 1

Your Organization Centerline

CX Maturity Program: Level 1

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•  CX team established

•  CX advisory board established

•  Measurement defined

•  Established system for CX data/results

capture and measuring

•  Governance established

•  Internal CX Comms strategy

established

•  Better understand audiences

•  Better understand and identify

customer behavior

•  Determined if any additional tools are

needed for CX program (i.e. VOC tool) -

If yes, bring on a tool to capture data

•  Design and assemble CX team

•  Assemble CX advisory board

•  Integrate CX with BI and IM

•  Start to capture and review CX data/results

•  Kickoff CX internal communications

strategy

•  Launch internal blog

•  Assemble core CX team leadership mandate

•  Perform a CX team skills/capabilities audit

•  Create roles, responsibilities and range of authority

matrix for CX team

•  Design and build centralized data environment

•  Design data models

•  Start building initial data model within

centralized environment based on prioritized BI

desires

•  Start building preliminary reporting and

dashboards

•  Define data governance plan within centralized

environment

•  Develop internal blog

•  Develop internal communications plan

•  Customer segmentation

•  Customer Journey Mapping

•  Audit of tools capabilities (any CX tools needed

for monitory, listening and engaging with

customers, and/or for the collection of data)

LEVEL 2



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•  CX team grows

•  CX knowledge integrated into the org

culture

•  CX integrated across more channels/

divisions

•  CX, IM and BI fully integrated

•  Expand CX tool(s) across all channels

and divisions

• Hire additional needed CX specialists

• Establish a CX coalition

• Employee Engagement Program

• Employee CX Training programs

• Build out Journey maps across all channels

for all divisions

• Distribute Channel Matrix to all org divisions

•  Establish KPI framework

•  Continue to capture and review CX data/

results

•  Make business changes and IM updates

based on CX data/results (BI)

•  Continuous improvement of processes

•  Progress internal communications

•  Document process for external comms

• Conduct employee survey on CX

• Develop Employee Engagement Program

• Develop CX Training Program

• Build comprehensive journey maps

• Build Channel Matrix

•  Establish core intake prioritization

schema

•  Co-establish KPI framework

•  Prototype CX innovation management

method

•  Prototype BI/data ETL approach/

warehouse

•  Develop series of video content on the

changes

•  Tie CX to financial outcomes

LEVEL 3



37!

Centerline’s Offerings.

38!

Marketing Strategy Creative Content

& Experiences Marketing Change

Management Organizational Audit Future State Vision & Planning Maturity Modeling Business Case Design Data-based Marketing Assessment Organizational Design Organizational Map Roles, Responsibilities, and Authority Matrices Employee Engagement Programs Digital Transformation Transformation Frameworks Change Roadmaps Change-Ops Planning Implementation Planning/Support Training/Skills Development Center of Excellence Future Vision Integration Plans Process/Re-prioritization Organizational Governance Operations Strategy Operations Map Strategic Ops Alignment Performance Management Programs People/Teams Performance Metrics/KPI Strategy Executive Dashboards Content Performance Management

Customer Experience (CX) Programs CX program design CX Axis Shift Plans CX Governance Program Design Voice of Customer Programs VOC Tools/Program Selection VOC Integration Strategy Program Integration/Support Discovery & Consensus Stakeholder interviews Ignitor Sessions Thought Leadership Workshops Digital Ecosystem Mapping Map Working Session Map Development Business Intelligence Programs Full-Cycle BI/Analytics Programs Data Warehouse BI Conceptual Architecture Data Models Visualization Reporting Analytics Dashboards Data Governance Measurement Goals Governance Governance Workshops Governance Model & Plan

Content Auditing Content Inventory Asset Inventory Qualitative Assessment Quantitative Assessment Audience Research Rapid Persona Session Customer Interviews Persona Development Supplementary Research Content Strategy Content Types Content Flow Channel Matrix Content Model Taxonomy & Metadata Content Effectiveness Programs

User Experience UX Evaluation & Plan User Flows Wireframes & Prototypes Usability Testing Information Architecture Card Sorting — Logical Groupings Information Architecture Development Competitive Research Competitor Analysis Social Monitoring/Reach Technology Evaluation Enterprise Content Management Marketing Automation Social Monitoring/Automation Social Media Activation Audience and Influencer research Activation Strategy Media Relations Social Monitoring and Reporting Benchmarking / Share of Voice Marketing Automation Email Marketing Retargeting Newsletters Brand Brand Identity Visual System Storytelling

Design Style Guide Template Designs Social Tiles/Datagrams Development CMS Configuration Site Development QA/Testing Technical Requirements Content Creation Websites Interactives Mobile Apps Sales Tools/Enablement Infographics/Data Visualization eBooks/Whitepapers Presentations Blog/Vlog Video Animations

39!

THANK YOU!

Connect with us www.centerline.net/MCM

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