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
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.