Business Transformation Pitch with The CX Goalkeeper

The CX Goalkeeper had a smart discussion with James Perryman James Perryman is a Coach, Trainer and Consultant to ambitious individuals and organisations. Improving motivation, teamwork and productivity by giving them the self-awareness, confidence and tools to unleash their potential. James is the founder and director of Momentus Key learnings: It is all about the “moment” to make the customer fall in love with a company and stay in love with a company There are 2 ways to understand CX maturity assessments based on a KPIs selection in the customer journey (e.g., CSAT, NPS) assessing the maturity internally and externally based on 6 key areas 1) Vision, 2) Leadership (Behavior), 3) Customer (VoC) 4) Culture 5) Design methodology 6) Governance. How to contact James : https://momentus.uk.com/ https://www.linkedin.com/in/jamesperryman1/ James' gold nugget: “Think bigger when are setting goals” Thank you James.

The CX Goalkeeper had a smart discussion with Peter Dorrington Peter is an event host & moderator, executive advisor, CX analytics expert, award-winning CX Influencer, and inventor of Predictive Behavioural Analytics (PBA). He is the founder of XMplify. “Analysis without actions is academy, actions without analysis is anarchy” Key learnings: Experience Management is the intersection among Customer Experience, Employee Experience and Partner Experience ·Predictive behavioral analytic is the combination of data science and behavioral science (e.g., from neuromarketing, behavioral economics) The analytical approach tries to answer the following question: why people do the things that they do, what they are going to do next and what an organization should do with that PBA tries to understand why customers, which look identical on paper, with the same stimulus react in a different way It is about understanding the way we make decisions: what we need, how we feel, what we want, how we get influenced, how we process experiences and what was our history PBA monitors and predicts how customers are feeling to prepare the reaction after a change You, as a company, can tell to me “no” but you, as a company, you need to treat me in the right way (e.g., empathy) Challenges organization faces, e.g., Misunderstanding that more data is better Data we hold about customers is incomplete or out of date Covid-19 changed customer behaviors definitively How to contact Peter : https://xmplify.co.uk/about https://www.linkedin.com/in/peterdorrington/ Peter gold nugget: "Be prepared to demonstrate and quantify the value you bring to an organization. Use the business language to convenience business. ROI is key." Thank you Peter.

The CX Goalkeeper had a smart discussion with Nate Brown Nate Brown is the Chief Experience Officer at Officium Labs, and the Co-Founder of CX Accelerator. His sweet spot is helping employees to understand the customer journey and how they play in role in improving it. He defines himself as a student of Customer Experience. His vision is to helping organization and people to reduce stress and friction and making people life better. Nate Brown speaks about "learning" as a key component of the employee experience: Knowledge is the lifeblood of CX and people are wasting time searching for answers. Therefore, Nate point out that it is important to create a culture where learning is an everyday ritual. There are different ways to learn, to make learning effective and to upskill agents. also, in this case it’s about the LEARNING EXPERIENCE The framework is based on following pillars: 1) Learning Culture 2) Strategic Alignment 3) Training Content 4) Supporting Technology 5) People and Processes If you want to contact Nate: www.officiumlabs.io https://www.linkedin.com/in/cxaccelerator/ Nate’s golden nugget: “BE LEARNING A LOT”

The CX Goalkeeper had a second smart discussion with Francesca Tempestini. Francesca is speaking about the employee experience at Disney, as she worked there for 5 years. Are you smiling when you are speaking about your former employer? Francesca Tempestini continuously smiled also during the second discussion about her experience at Disney as a cast member. Nowadays, Francesca Tempestini is an Export Manager at FARAONE srl. She is an enthusiastic disseminator of Disney approach. In the following discussion, she explains the whole employee journey. It is important to invest in the employees for 2 main reasons: - Employees will be in touch with customers – “happy and engaged employees creates happy customers”. It’s really about “feeling”. Employees want to be understood and valued - Employees can service in a proper way each customer. If they feel involved and they are enabled to solve customers’ inquiries, everything is easier. Therefore, it’s an investment in the company itself. About motivated employees: You can smile mechanically or because you feel it (personal implication). If a person really wants to help you, he/she can make the difference compared to a person which executes a pre-defined script. One key principle at Disney is “Leading by example” – even Walt Disney picked up the trash from the floor. The feeling of “we are here together” is key. Employee journey 1) Welcome Letter: - It starts before the first working day: It starts with a letter with the contract. It’s a “Welcome” letter with a lot of details about the job and to make the employee life easier - They make you feel WELCOME 2) Two days of intensive training about the park itself and cultural references you need to learn - Respect what other people are doing - Curiosity is really appreciated 3) Collaboration with other people - Everyone is there to help you - No silos mentality, working together is a key success factor - Engaged employees, happy customers 4) Motivation - Employees get motivated in different ways: rewards, team building activities, community events - Gratefulness is one of the Disney value 5) Communication among cast members - Continuous exchange of information at all levels - Other cast members are helping you and showing you your tasks by providing feedback (and helping you to improve) 6) Internal mobility - Internal mobility is supported. You can stay some hours or some days with another division and they show you the jobs - It’s also an opportunity to show to others what your team is doing Summarizing - EX is a pre-requited for great CX - Employee experience must be planned - Clear focus on the human being – well treated, safe and empowered employees make the company successful - Brand loyalty is a reality. Employees are the first fans Francesca is sharing her GOLD NUGGET – (quote Walt Disney) You can dream, create, design and build the most wonderful place in the world but it takes people to make the dream reality Francesca's contact details: https://www.linkedin.com/in/francesca-tempestini-3bb36a53/ Thank you Francesca, it was "magic".

Miles C. Thomas is the global head of customer service and experience at International Baccalaureate. Founder HumanizedCX & CX Wales. Chair of Judges at the CX awards and internationally recognized CX leader. A customer experience, success, service and operations leader for organizations such as Deloitte and the International Baccalaureate. Miles explains five steps for a great service and great experiences 1) Engaging and empowering leadership – Executives who understand the importance of CX Buy-in Leader should enable the organization (e.g., from tools and training point of view) to empower employees to meet objectives One key success factor is to speak the language of the executives (e.g. about ROI) Technology should be leveraged as an enabler. The focus should be on customer 2) Culture, employee experience and empowerment The culture is behind everything you do Employees should have a voice (as customers) to create a sense of belonging Empower employees to make a difference: avoiding escalation and giving the employees the opportunity to solve customers’ escalation Trust employees (they can also judge situations) The right culture is key to solve issues Miles shares a great example how to understand and empathize with customers, owning and clarify customers issues in a timely manner and make the customer feel happy 3) Build trust and advocacy (consistent service experience) Make sure that customer know what to expect from us (the easiest is to share an SLA – service level agreement as “you will get an answer with the next 24h”) A clear experience is valuable for employees and for customers (maintaining promises) Offering consistent experiences is key and keep customer in loop on what is happening Sometimes you can apply the “Random Act of Kindness” and provide something unexpected to the customers. Show that you care about customers. The book of Ian Golding «Customer What» was mentioned as an example. 4) Understand your customers (VOC) Based on three principles defined by Bruce Temkin: i) Make sure that the service you provide meet needs ii) make experiences low effort and iii) make experience enjoyable Experience data should be linked to operational data --> to predict and make right decision The Voice of The Customer is more than a survey and should be adapted to cover the end-to-end experience It is important to have also direct conversation with customers to build a relationship Customers should feel heard Employees should be act and react on the feedbacks 5) Act on this understanding (be seen to act) If you don't act you will stop getting feedback The actions create engagement Even if you cannot implement something customers suggest - inform them and show your appreciation Pay attention to complaints, here an action is always required an action. Understand how the customer is feeling, fix the issue and ensure that it is not happening again The actions build trust, make people feeling valued How to contact Miles: https://www.cxwales.com/ https://www.linkedin.com/in/milesct/ His GOLD NUGGET: Best in class companies start showing that they understand customers, that they care about customers also in a broader way (outside of the direct relationship)

Ana Maria Zumsteg - S1 E6 - second half ....with more than 20 years of CX work at Zurich Insurance and experience in implementing CX measurement tools & understanding customers' needs across 30+ countries, Ana Maria shared some of her top learnings. Ana Maria implemented the NPS framework at Zurich as an enabler to build a long-lasting relationship with customers and employees. The clear goal was not to measure a KPI but impacting people and their life. During the second half of this smart discussion Ana Maria explains the silver lining among Relationship NPS (R-NPS), Transactional NPS (T-NPS) and Employee NPS (E-NPS) The T-NPS is related to servicing while the R-NPS focus on the entire relationship with the company. Ana Maria uses the example of Lamborghini or Ferrari. Most owners of such cars also brand’s fans (i.e., R-NPS = 10). However, after a bad service experience (e.g., car not properly washed after being in the dealership) the owner could give a low T-NPS value. It is always about the balance among the three main components: - Brand Perception, - Value proposition (e.g., Quality of your product) - Service. NPS is a critical component of a bigger CX ecosystem of metrics (and not one metric in isolation). Other relevant KPIs could be: - Brand awareness - Product comparison - Competitors comparison - Market studies - Business KPIs like ROI The Employee satisfaction (E-NPS) plays a crucial role for reaching real success in a customer centric transformation. to conclude the smart discussion with a quote to ponder on "There is only one boss: The Customer " (Sam Walton). Ana Maria's contact detail is: https://www.linkedin.com/in/ana-maria-zumsteg/

With more than 20 years of CX work at Zurich Insurance and experience in implementing CX measurement tools & understanding customers' needs across 30+ countries, Ana Maria shared some of her top learnings. Ana Maria implemented the NPS framework at Zurich Insurance as the enabler to build a long-lasting relationship with customers and employees. From the beginning, the clear goal was not to measure a KPI but impacting people and their life. The core of her work focuses on "building relationships with customers" and not on creating a measurement framework. CX is really about understanding the customers. The KPI is only the cherry on top of the cake. There are three relevant drivers, which need to be properly understood: · The brand’s perception, · The value proposition (e.g., price) and · The customer servicing In particular, the customers' feedbacks are really important to understand what is behind a relationship and how it is possible to build it in a positive way. Ana Maria explains also how to leverage such a mindset: if you start working and implementing your vision, you should use some KPIs to measure ,where you are. By using KPIs such as NPS you can be faster at identify improvements. Gaining awareness and delivering on areas that really matter to the customer is key. It could be possible that the NPS gets interpreted as a “control tool”. Therefore, it is important to ensure a proper understanding of it. For example by starting by sharing positive feedbacks, celebrating employees which are positively impacting people life helps making it understandable. Also, the negative feedbacks could help to understand what customers think and quickly identify pain points. Additionally, not all changes with a strong positive impact on CX, require a financial investment. Sometimes, merely changing the messaging strategy or simple changes in the way processes took place had a tremendous and immediate impact on CX. It is clear, that the NPS as a measurement shows some weaknesses. For example, the NPS values cannot be compared among different countries (American people rates differently than people from Germany). The first discussion with Ana Maria ends with her interesting question. · "Who are we really?" · "Which roles are we taking in life?" She states that everybody is covering different roles as in business as in the private life. Ana Maria is convinced that people should show their real personalities. “Be who you are among these roles" and in front of challenges there are 2 choices: “start coping with the challenge or start crying". ... And it is clear which way people should take. At the end, Ana Maria's shares her GOLD NUGGET: "Decide who you are, live by your values, treat customers and employees by those values. When you look at yourself at the mirror, you shuold look free and happy." In relation to the NPS: "whatever you do, whatever framework you use, the real essence of a customer experience strategy is to build relationships. You build relationships with integrity, listening and accepting what you listen to." Ana Maria's contact details are: https://www.linkedin.com/in/ana-maria-zumsteg/

Francesca Tempestini Serie 1 - Episode 4 Are you smiling when you are speaking about your former employer? Francesca Tempestini continuously smiled during this smart discussion about her experience at Disney as a cast member. Francesca Tempestini is an Export Manager at FARAONE srl and NODO srl. She is an enthusiastic disseminator of Disney approach. Francesca is sharing following core principles, she learnt at Disney and she is still applying years after she left Disney: · Place people at the center of everything you are doing · Put the right attention to the human connections · Every interaction has a reason · It is “natural” to listen to people · Leverage your emotional connection The Disney Mission (source: https://thewaltdisneycompany.com/about) The mission of The Walt Disney Company is to entertain, inform and inspire people around the globe through the power of unparalleled storytelling, reflecting the iconic brands, creative minds and innovative technologies that make ours the world’s premier entertainment company. We discussed that this definition is: - All about PEOPLE - About moving emotions - This is a mission that every company could share! (not only in the entertainment business) Please remark that: - Guests is the definition of customers at Disney - Cast Members is the definition of employees at Disney Francesca shared her experiences during the first days at Disney with us: During the selection interview, she mentioned that she was not sure about where exactly to work, therefore she got the opportunity to start a training program, which had lasted for 15 months before she decided where she wanted to work. The first days were full of enthusiasm and she participated to the first training named “TRADITION” During this training, Disney make sure that all the relevant information as values, historical data and organizational cornerstones are properly shared. Francesca states, that this training is really important because it gives to the cast member a clear perspective on what to do, what are the expectations and to ensure that there is an aligned “FIT”. It’s very well known that cast member in the Disney parks have three main tasks. - Make the job you are hired for - Take care of the guests - Take the property clean These are “natural” values! if you are working for Disney or not, there are simple tasks that should keep in mind. Afterwards Francesca shares some interesting interactions with some guests - “The stroller story” - “How to keep bees busy in the Disney parks” With following learnings: - Pay attention to details and go the extra mile - Empower employees to completely fulfill their duties - Be passionate about what you are doing - Internal information sharing among cast members is a key success factor - It is not “because of Disney” - everywhere you can leverage the Disney approach - Take care of the guests (it is not about spending millions of dollars) At the end Francesca shared her GOLD NUGGET: - “Just keep swimming (Nemo)”

Martin Wettstein is an innovative and strategy driven senior leader with over 20 years of front-line experience establishing new IT functions from the ground up, rebuilding existing departments, and developing and implementing best-in-class systems, procedures, and policies. Martin is adept at creating long-term strategies, aligning IT deliverables with business objectives, and supporting drastic business transformations and disruptions. He strongly believes that people, computer and knowledge are key to anything happening in our industries. Martin shared following highlights and a lot more during this podcast: in general: "yesterday's innovation is today's legacy and tomorrow’s strectfall” “to create a good user experience it sounds very easy but it’s a nightmare to get” “automation starts from the core and not from the interface to the customers” about working from home: move from “presence management” to “ result management” we believe in people we still need to feel sense and see people about industrialization of programming: “we will get it as a service” his GOLD NUGGET: “be always kind to people, don’t judge them, listen to them”

Heike Wiegand is Partner at KPMG in the insurance practice. She is an expert in several fields like insurance, strategy and consulting. In this episode Heike shares his view of the status of the insurance Industry. In particular, she is giving some great insights on digitization and customer experience. Additionally, she explains how the consulting business is evolving during the COVID-19 pandemic. I had the pleasure to directly work with Heike. I learnt a lot from her. I particular I really appreciated her strategic, long-term view.