I am returning to #England for my annual Steve Towers #masterclass in #london#cuxtomerexperience#cx#process#acxs#acx#ccxp Don’t be shy, come and learn the latest, greatest techniques as practised by companies like #amazon#zara#zappos and #emirates https://londonstevetowersmasterclass.eventbrite.com
We are bringing to the table the newest innovations and hands-on methods to immediately deliver success on your return to work. Yes, these sessions are fun, and what with London just before Christmas, what is there not to like?
And hey if you have already done one of our coaching events ping me and I can arrange a loyalty discount 😉 There’s a mountain of new stuff as we launch #theexperiencemanager and #cemmethod version 12.
It seems that the only consistent thing today is change. With that in mind, how are you keeping up with the seismic shifts in doing business?
We upgrade our homes, our cars and our lifestyles as a matter of course. When was the last time you upgraded YOU? No, I don’t mean a fancy new pair of shoes or those nice looking jeans what I am talking about is the way you think and do. At a fundamental level, we need to be able to lead change and enable those around us to embrace and welcome all aspects of this volatile world, which as I have already suggested isn’t going away anytime soon.
All things considered, that is what our coaching, mentoring and training programs are all about. Not only incorporating the latest innovations in business change but reframing the way you think.
The Experience Manager
In this last twelve months, the approaches we use have upgraded to include a new platform that redefines process and customer experience deployment and includes the capture, analysis, ideation and implementation of experiences from the front-line to the board room.
Now some may think they have done all the growth they need to do and rely on those traditional tools for the daily work. That is, however, the way of the dinosaur, almost waiting for the asteroid to strike and wishing they would survive its impact. We know what happened there.
So is time to refresh and retool?
If so there’s a series of courses from one-dayers to a week across the planet led by been there and done it mentors who spend the majority of their time helping organisations embrace this brave new world. Come and get the benefits of their latest learnings as we codify together, hands-on, the means for you to upgrade and retool.
Case studies are great, but…
I will be blunt (nothing new there then) I abhor the talking heads know it all theoretical claptrap courses where learning is stifled and it is a listen and do as I say dirge. Hence anyone who has experienced our programs will tell you how exciting, invigorating and enabling the hands-on learning is. Even to the extent of using your own challenges and working them through the sessions in association with teammates and colleagues. Yes, case studies help but how much better is fixing your own stuff and learning how to integrate the tools and techniques directly?
That underpins our programs, learning by doing.
In fact, the relationships you forge in the fires of embracing the CEMMethod will become a part of the new you on your return to the office.
Find out more…
We are running open courses across the planet in 116 countries with over 100,000 professionals now qualified. Our inhouse courses, where we customise the material to your industry and current dramas, are also popular and we are proud to talk of the thousands of companies who have embraced the learnings. Either way, open or inhouse, you will have a fantastic time so have a look, delve a bit, and sign-up soon. Your upgrade is waiting!
Jeff Bezos encourages us to become Customer Obsessed (see video snippet) however Netflix’s journey to CX Obsession is less well known.
Here is an extract from a great article (link below):
From Gibson Biddle, former VP at Netflix and CPO at Chegg In 2005, as I joined Netflix as VP of Product, I asked Reed Hastings, the CEO, what he hoped his legacy would be. His answer: “Consumer science.” He explained, “Leaders like Steve Jobs have a sense of style and what customers seek, but I don’t. We need consumer science to get there.”
Reed’s aspiration was that the Netflix team would discover what delights customers through the scientific process. Forming hypotheses through existing data, qualitative, and surveys, and then A/B testing these ideas to see what works. His vision was that product leaders at Netflix would develop remarkable consumer insight, fueled by results and learning from thousands of experiments.
During my time at Netflix, and later at my next startup, Chegg, I learned to move from customer focus to customer obsession. In doing so embraced Reed’s notion of consumer science. Here’s how I think about the transition:
The full article here is great testimony to moving away from the soft and fluffy version of Customer Experience. Let’s get more scientific about Customer Experience.
I will be in the room for you every step of the way. Whether you signup for the one or two day option there is a preliminary video and optional signup Zoom meeting. Post-session we schedule an online meet to review progress and answer questions.
How learning by doing with real case studies is central to the Masterclass
With genuine case studies you will apply your own challenges in the session to actually take away not just the HOW but the WHAT you do.
There is no excuse for complexity. It is a consequence of muddled thinking and a lack of understanding of the true goal of the organization, which is creating Successful Customer Outcomes.
Complexity has developed as organizations have added new routes to market, new ways of delivering service, new enterprise IT systems and a myriad of improvement approaches. Each internal functional specialism has developed a mindset to optimize their part of the organization, sometimes at the expense of others. The unwieldy complexity that results has caused a reaction primarily aimed at the need to create order out of this chaos, as if accepting that complexity itself as a right to be. This is not so. Let us unravel the muddle of complexity once and for all.
All work in an organization is fundamentally created by the need to provide product or service to the customer. Everything else is a consequence of that need, which creates value for the shareholders and creates a livelihood for the work force. All else follows.
Furthermore all interactions in meeting the needs for customers are the cause of all work within an organization. These interactions, or Moments of Truth[i], create work in so far as we need to attend to a request internally.
In doing so we interact with our colleagues, systems and other internal processes, and create internal Moments of Truth, which can be referred to as Breakpoints[ii]. The way we deal with Moments of Truth and Breakpoints is underpinned by Business Rules[iii] which may be thought of as ‘decision points within processes’.
These three entities determine the shape of our organization, the internal landscape of how we do work. The resulting activities from Moments of Truth, Breakpoints and Business Rules create the very processes themselves. In fact process is simply an effect caused by the way we choose to interact and guide the customer to obtain our products or service.
Think about that – process is an effect. If that is the reality then the vast range of tools and techniques created in the last century, and sometimes before, are fixing an effect. It is like taking painkillers for discomfort and nothing more. If we are not getting to grips with the causes of the pain it will surely get worse and as we discover, stronger pain killers are then required.
That’s the rub. We have been systematically fixing the wrong things and is it any wonder that change doesn’t stick? Have you ever had that feeling that this is the same project challenge as before, just dusted off and here we go again? It is because we are not fixing the causes of work, and while we continue to ignore the causes the complexity worsens, costs increase and service suffers.
Einstein put it well when he said “We can’t solve problems using the same kind of thinking we used when we created them”