In just 60 minutes we will evaluate the 4 elements of a Customer Experience Management Ecosystem and how they can provide your organization with a company-wide ecosystem of CX management that focuses all of your team’s efforts and resources on delivering amazing customer experiences.
We are doing a CX POWER Hour this coming Wednesday 1 PM EDT/ 10 AM PDT Expert hosts include James Dodkins aka CX Rockstar, Doug Bell, Mitch Belsley (The Experience Manager) and Steve Towers BP Group.
Register here: CX_POWERUP_2019
Why you should attend
In just 60 minutes we will evaluate the 4 elements of a Customer Experience Management Ecosystem. We will review how the 4 elements can provide your organization with a company-wide ecosystem of CX management. This then focuses all of your team’s efforts and resources on delivering amazing customer experiences.
What we will cover
1. Operationalizing Experience Designs
(How do you create and socialize simple experience designs that everyone in the organization will be able to understand?)
2. Measuring successful customer outcomes instead of business outputs
(Are you still relying on subjective NPS and VOC data to drive your CX analytics program?)
3. Focus every employee in the company every single day on CX innovation and improvement
(Are you harnessing the power of feedback and ideation from your employees?)
4. Evolve and improve your experiences in days not months.
(How long is it taking you to go from idea to implementation?)
Register Now: The CX Power Hour 2019
You will Win the Triple Crown
When you align your business around an understanding of your customer, you can increase your ability to grow revenue, significantly reduce cost, radically boost customer loyalty and engagement, tighten controls – and increase your competitive strength.
The Panel of Global Experts
Meet and discuss with our world-renowned team of Customer Experience Management innovators including… Doug Bell, James Dodkins, Mitch Belsley and Steve Towers will share proven strategies, tactics and tips to help position your customer ‘front and center’ – while addressing your real-world challenges of limited resources and competing priorities.
I very much hope you can join me and my colleagues!
Here is the registration link
All the Very Best!
Your team in Colorado
- Doug Bell, CEO The Experience Manager
- Steve Towers, Chief Evangelist, BPG
- Mitch Belsley, CEO The Experience Manager
P.S. I suggest you follow The Experience Manager on LinkedIn and stay up-to-date on how to radically improve your customer and employee experiences. We focus the ‘next practices’ of the world’s leading CX companies that will help your organization do a better job designing, developing and delivering great customer and employee experiences.
The roles in and around Moments of Truth Management – Guest article, Doug Bell
To turn an organization into a Successful Customer Outcome-producing machine, adopt a simple governance structure that is easy to deploy and operate:
The Experience Manager leads the experience team for a specific customer experience. They are the central figure for:
- Setting the vision for a successful customer outcome (SCO)
- Measuring and reporting SCO production
- Identifying the moments of truth
Moment of Truth Managers lead the design of specific moments of truth.
They are the central figures for:
- Setting the vision for a Successful Moment of Truth outcome (SMOTO)
- Measuring and reporting SMOTO production
- Illustrating how to produce the SMOTO
Experience Producers either directly produce moments of truth for customers or support others who do. They are central figures for:
- Producing SMOTO’s & SCO’s
- Innovating to help improve outcome production
How to deploy & operate in existing structures
Select a customer and decide who will lead in The Experience Manager role
Create the Moment of Truth Management framework
- Set a vision for a successful customer outcome.
- Identify the moments of truth and a successful outcome for each.
- Define metrics that measure SCO & SMOTO production.
- Assign a Moment of Truth Manager for each moment of truth
Design each moment of truth
- Illustrate the organization’s plan for producing each SMOTO.
- Share the MOT framework & designs with all Experience Producers
- Give the Experience Producers a direct channel for sharing ideas to improve outcome production
- Report SCO & SMOTO production performance
- Evolve the MOT framework & designs to improve SCO & SMOTO production
James Dodkins (aka CX Rockstar) Video on Moments of Truth: https://www.linkedin.com/feed/update/urn:li:activity:6543961416389410816
TEM – How to Manage MOTs: www.theexperiencemanager.com
Moments of Truth 2019: https://www.linkedin.com/pulse/moments-truth-v2019-steve-towers-ceo-cppc-acxc/
A STRUCTURED step by step GUIDE to understanding and acting on REAL Customer Needs. This webinar features the rarest alchemy of converting customer experiences into precious metal.
Steve Towers walks you through a case-study in the creation of two pivotal tools, the Outside-In Strategic Matrix (OISM) and the Successful Customer Outcome Canvas (SCOC).
Review the content: FREE Webinar:
Developing a consensus and subsequent action plan is key to success. Watch how one airline delivers Successful Customer Outcomes.
Sign-up for this FREE Webinar:
The CX Secrets to be Revealed include
any process and CX to a customer-centric model
How to use a powerful template that gets full collaboration
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And then… When you have the SECRETS I will then introduce you to the Accredited Customer Experience Masters (ACXM) program. The global certified qualification in 116 countries!
Since the days of Richard Normann, the guy who invented the business term ‘Moments of Truth’ and Jan Carlzon’s book in 1989, the business world has interpreted Moments of Truth in several ways.
I have also published many articles and conference keynotes (see the MOT primer below) reviewing the continued evolution of this interesting concept.
My interpretation and application of Moments of Truth revolve around three themes:
a. What is a Moment of Truth?
A Moment of Truth is any interaction with the customer within the Customer Experience – first discussed in my 1994 book ‘Business Process Reengineering – A Senior Executives Guide’
b. Moments of Truth are the cause of all work.
First discussed back in 2009 the idea that all work an organization undertakes is, at a fundamental level, caused by Moments of Truth. In principle, everything a company does can and should be linked to a Moment of Truth.
c. The Moment of Truth for any organization is…
At a practical level organizations need to chunk down their approach to fixing and innovating Moments of Truth. CEO of Denver based ‘The Experience Manager’
Doug Bell, CEO The Experience Manager
Doug Bell says “A Moment of Truth is an interaction that contributes to the production of a successful customer outcome. It either does or it doesn’t. To ensure outside in, you need to look through the Successful Customer Outcome lens.”
Managing Moments of Truth
Enlightened ‘Outside-In’ organizations actively embrace Moment of Truth Management as an essential strategic and operational necessity to deliver engineered Customer Experiences. How so?
a. Designing for Moments of Truth – The Design-Implementation Gap
Early efforts were geared around designing optimal Moments of Truth, however, simply mapping customer journeys has never been enough. It is one thing agreeing on what a future state customer journey should be, it is entirely another implementing it. This Design-Implementation gap is precisely what kills the majority of Customer Experience initiatives.
b. Implementing optimized Moments of Truth
Successful deployment of innovated Moments of Truth is key to delivering optimal Customer Experiences. The most practical immediate results are focused on rapid roll out across a key experience and using the success of that to validate rolling out smoothly across the organization. Establishing ownership, accountability, metrics, controls and improvement paths are part of this discipline.
c. Operationalizing Moments of Truth
Once Moments of Truth have been designed, innovated and implemented into recrafted customer experiences they need to be actively managed ‘in the moment’ and shared. Every Moment of Truth should feed to a corporate dashboard, with real-time data showing the performance of that MOT and its associated experiences. If things go wrong the owner should be able to ‘course correct’ and real-time monitor the customer experience delivery.
Imagine a world without customer satisfaction surveys, no need for Net Promoter Scores, no focus groups, and no mystery shopping because you will know how 100% of interactions are performing 100% of the time.
Control and Action combined
The C suite and leaders will now have a clear line of sight into every corner of the organization and across the enterprise landscape REAL TIME. One version of the data truth (and not all those departmental/divisional versions of reality).
The need for retrospective action evaporates. Immediate and laser-focused control can be maintained delivering simultaneously enhanced service, lower costs, higher revenues, improved compliance and uber motivated employees.
In my next piece I will demonstrate how this can be done immediately. If you can’t wait for that ping me and let’s talk the how, now
Richard Normann – creator of the Moments of Truth concept:
Jan Carlzon – author ‘Moments of Truth’
Doug Bell – CEO of The Experience Manager
‘The Moments of Truth Management System’
Moments of Truth 2009
That Kodak Moment of Truth
** Just published **
Mitch Belsley 2019 – Get Scientific about Managing Moments of Truth
It is good to have a guide in life. Many of us share political creeds, religious beliefs and codes of honour to guide our decision making. Wouldn’t it be crazy good to have the same for the doctrine of Customer Experience?
When I co-authored the best selling book “CEM Success without Exception” back in 2006 Customer Experience Management was in its infancy.
Now thirteen years later we have the accumulated wisdom of the giants of Customer Experience Management, proof that focus on Successful Customer Outcomes, Outside-In and working backwards are fundamental to becoming a winning organization.
It is with these thoughts in mind and the worthy experience of many that I set pen to paper to craft these tenets as guidelines for all of us seeking to maximise our deployment of Customer Experience Management.
1. Customers are first, center and last for everything.
Understanding that all the work an organization undertakes ultimately stems from a customer interaction is key. Work to engineer every experience to the optimum.
2. Listen to the questions customers ask you.
Resist voice of customer surveys (they are biased and unrepresentative) and focus on understanding and articulating needs – the Needs of the Customer.
3. Stop selling and let people buy.
Customers are now prosumers and most know what they want and how to get it. You will not win them if you force sell; in fact, you will make enemies of them.
4. Map the Complete Experience.
This is both the stuff the customer sees (the customer journey and the brand promise) and the work that takes place across the rest of the organization to support all interactions. Combine those the Employee Experience and the Customer Experience you are nearing the Complete Experience; these are not separate things but should be viewed through the same lens.
The CEMMethod.com can help you in seeing the Complete Experience.
See also 6 step ‘Duck Theory’ videos: http://bit.ly/DuckTheoryJames
5. Create your brand and be the brand you create.
Customers develop trust when you say what’ll you do, and then do what you say. Conversely, do not project yourself as something you are not.
6. Be consistent and truthful across all your channels.
Customers will interact in ways and times that suit them, so ensure you keep a coherent message across all experiences.
7. Act on People liking people.
Do not hide behind automation, whether that is voice systems, web interactions or even text messaging. The most intimate relationships are formed with people, not computers.
Keep in front of the song.
8. Creating memorable experiences requires anticipation and coordination.
Fix problems before they happen, and when problems do arise (they will) pull out the stops to put things right.
9. Design every customer experience for the category of customer.
You should never ever treat all customers in the same way. Personalization and direct communication are proven winners in an era of standardization.
10. Employees are your first customers.
If they ain’t happy your paying customers won’t be either. Treat your people well and let them know they are the most critical part of the brand and the complete customer experience.
Join us for Complete Experience Management with coaching, training, consultancy and Certification at www.bpgroup.org
And the controversy continues… is this the one that will really upset some people?
To learn how others shape their Total Experience on behalf of customers, employees, stakeholders and shareholders join us at one of these venues soon…
James Dodkins aka CX Rockstar shares with us the essential need for a CX Vision. Touching on strategy, innovation and customer needs this is required viewing for everyone involved with Customer Experience.
To craft your CX Vision join us at one of these venues soon…
CX Rockstar gets his feet wet…
Going beyond process. Going beyond Customer Experience. Going beyond Enterprise Architecture. That is Total Experience Management. And that is going to be THE feature of the upcoming Summer session in London.
Review the program:
Register for the FOUR day session:
If you are looking for Innovative leadership then this will inspire you onwards and upwards. Shared by one of South Africa’s most
Having just left the football field with my 5 year old son I was finally motivated to write this blog. Why? Trying to teach him to kick the football in the correct way, it dawned on me in that moment I was doing to him what every organised structure is designed to do.
As I caught myself I paused, looked at him and said, “My boy, you figure it out, play, have fun, and find new ways to kick a football.”
- Be the doctrine of the how and the why.
- Be the standard of the where and the when.
- Be the one and only way.
- Have the right answers!
The dawning of that realisation underpins why innovation is so important to me. Innovation should by definition not be
This is the need to ask ourselves ‘why?’. Why
A spirit of innovation is not technology or wonderfully bombastic ideas, but the courage to question our education, rules, bonafide truths and all so-called absolutes in between. Know that your bravery will be rewarded with knowledge; am I. Know you were courageous enough to acknowledge you were wrong and move forward.
In the future when you find yourself saying or even thinking thoughts like this is how it’s always been; this is the way we do things; there is no other way; this is impossible; these are the rules; some things can’t be questioned, stop, take a breath, and find a new way to kick a football.
Footnote (from Steve)
So go find that ball and a new way to score for your team!
You can reach Roland at: Roland.Naidoo@multichoice.co.za