OCTOBER -2022MARTECHOUTLOOK.COM9correctly, the results are invaluable. Also take a look at the voluntary attrition numbers for these groups as well as exit interview information. Are folks leaving these roles at high levels and if so, what factors are driving this?3) The Company's Culture and Associated Change Management Hurdles ­ We've all heard Drucker's famous quote... "Culture eats strategy for breakfast". Well guess what... it's true. The greatest obstacle to creating lasting change and achieving a world class customer experience will not be knowing what to do or how to do it but rather getting the organization to trust and follow you. That's why it's essential to meet with many cross functional stakeholders before you start your program. You need to understand what makes the organization tick, what the likely objections will be, and what the formula is for gaining trust and support for change. There is no universal answer here. It depends on the company, the people, and most importantly, the culture. That collection of values, beliefs, ethics and attitudes that characterize an organization. It's the key to success or failure in many situations. Dismiss it at your own peril. 4) Service Delivery Model Utilized to Achieve the Current State ­ From a more tactical standpoint, it's important to understand your organization's service delivery model. This is the people, process, technology, and data elements that enable service for your customers. For example, what are the core processes that drive customer interactions? Which of these processes and interactions are most important to the customer? Where is your organization excelling and where is it dropping the ball? From a technology and data standpoint, are we enabling our customer facing teammates for success? Do they have answers at their fingertips to the most common customer questions? Are we utilizing technology to move the focus of our customer interactions from transactional to strategic... from impersonal to intimate? With regards to people, do we have the correct level of talent in critical positions? Have we effectively trained them for success? Are we enabling a successful career and succession planning process to ensure business continuity?5) High Impact / Low Risk Opportunities - I know I referenced earlier in the article that the goal of the discovery phase is not about immediate sweeping change and this is true. However, it's always prudent to identify quick wins in your assessment that can yield immediate results. These are the low risk, high impact "just do it" ideas. You'll typically come across a few of these during the discovery phase. Taking action on just a handful of these types of low hanging fruit items will help you gain credibility with the executive team and customers alike and will make your more difficult and risky future initiatives less scary and more palatable to the organization. MTThere are several ways to achieve an accurate pulse from your customers, but the best way is to simply ask them via a standard survey that identifies the holy trinity of CX metrics... NPS, CSAT, and Customer Effort... and also allows them to vent via an open text question
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