How do you define and communicate your customer experience design vision and strategy?

Ensuring clients understand the difference between a business vision and a CX vision can be challenging. Tensions arise when people try to use one exercise for both. To address this, we recommend creating a Vision Wheel, a diagram with concentric circles and segments (like pizza slices). At the center is the big idea for your CX vision (created last); the next layer describes the target feelings you want to evoke in customers, along with the ‘design principles’ to achieve them. The outer layer outlines tactics to deliver these feelings and the overall experience. It’s crucial to build this collaboratively with stakeholders and informed by research. Visions are best designed with people, not imposed on them.

To define your CX vision, start by understanding your target audience and their needs. Then, craft a clear and concise statement that describes the ideal customer experience you aim to deliver. Ensure that the vision is both customer-centric and inspiring. Some of the ways through which this can be effectively done is by conducting thorough customer research to identify pain points and desires. Create a vision statement that is customer-focused and emotionally resonant. Involve key stakeholders to ensure alignment with the organization's mission and values. Keep the vision concise and memorable, making it easy for employees to understand and embrace.

Definir a vis?o de Customer Experience (CX) de uma organiza??o é crucial para construir uma cultura centrada no cliente. A vis?o de CX deve considerar o longo prazo e estar alinhada aos objetivos de negócios. Desta forma, as defini??es provenientes da vis?o acabam direcionando a estratégia organizacional. Por isso, é essencial que essa vis?o de CX seja criada e apoiada pela alta lideran?a, pois ela transformará as estruturas organizacionais, opera??es, tecnologias e os próprios valores da empresa.

Crafting a CX design vision is like writing a blockbuster script. Define it with flair—clear goals, sprinkle of innovation, and a twist of customer delight. Communicate it like a director—captivate, inspire, and make stakeholders feel like they've just witnessed the trailer for the next big customer experience hit!

Define CX design vision and strategy with clear goals and values. Communicate through concise, compelling messaging, ensuring alignment across teams. Utilize visual aids, workshops, and regular updates to reinforce understanding and commitment to the customer-centric vision.

Your CX strategy outlines the actionable steps to achieve your CX vision. It should include specific goals, tactics and metrics for success. Set goals that are aligned with your CX vision. Develop a detailed roadmap that includes customer touchpoints, technology, processes and employee training. Identify KPIs to measure progress and successes. Continuously iterate and refine the strategy based on feedback and market changes.

The core of strategy work is usually the same - discovering the critical factors in a business situation and designing a way of coordinating and focusing actions to deal with those factors. CX strategy defines a few critical points of any business situation (1 or more journeys, or end to end experience) that can multiply the effectiveness of effort, so that the organization can focus and concentrate resources in action on them. Tangibly, CX strategy should include: 1. Magnitude of the challenge 2. Personification of the consumer 3. Inflection points of potentially high impact 4. Aspirational pivots for the org at those points 5. Ways to measure progress 6. Backcasted view into relevant near-term work

Busco me orientar pelas 5 disciplinas da CXPA: - Insights e compreens?o do cliente; - Estratégia de Experiência do Cliente; - Métricas, medi??es e ROI; - Design, Implementa??o e Inova??o; - Cultura e Responsabilidade.

Communication becomes key and is crucial to ensure everyone in the organization understands and supports the CX vision and strategy. Try creating a compelling narrative under the CX vision, emphasizing it's benefits for customers and the company. Use various communication channels to have this managed across the organization. Foster a culture of transparency and open communication, encouraging employees to ask questions and provide inputs. Provide training to employees on how their roles contribute to the CX strategy.

Alignment across all departments and teams is essential to execute the strategy successfully. Develop cross-functional teams responsible for CX initiatives. Establish regular meetings to review progress, share insights and address challenges. Ensure that every department understands it's role in delivering the CX vision. Encourage collaboration and information sharing among teams actively in an effective manner.

Alignment is also about TEST AND LEARN. Doing all of these things across culture, structure, process and then considering other stuff like skillset, technology, L&D, branding etc.. the list goes on. It would be like trying to boil the ocean. It’s a great aspiration, but in my experience, starting small and then scaling rapidly is what gets alignment. Once we have co-created a CX strategy, backcasting into near-term actions helps us narrow down where and how we need to coordinate focus, and that intentional exercise reveals impacts to culture, structure, process etc. And we can quickly pivot by trying something and seeing if it doesn’t work. This model of test and learn, and pivot continuously is vital to scale CX across the org.

Uma ferramenta eficaz para líderes alinharem a vis?o de como desejam atender e se relacionar com seus clientes é a constru??o de cenários futuros (manchetes do futuro). Nesse exercício, os líderes cocriam cenários, prevendo a??es e avaliando impactos (positivos e negativos) das experiências oferecidas. Este processo n?o só promove uma compreens?o profunda das necessidades e expectativas dos clientes, mas também prepara a organiza??o para responder proativamente às mudan?as e desafios futuros. A partir desse exercício é possível desdobrar a??es e mapear quest?es internas que precisam ser adequadas para entrega do cenário escolhido.

Regular evaluation helps you measure the effectiveness of your CX initiatives and make necessary adjustments. One of the ways through which this can be done would be to collect customer feedback through surveys, interviews and feedback forms. Analyze KPIs to track performance against goals. Conduct periodic CX audits to identify areas of improvements. Stay updated on industry trends and emerging technologies to adapt your strategy accordingly.

Listen to and capture feedback. This is a valuable opportunity to further refine and improve the strategy design. Close the loop on feedback received to ensure engagement is maintained.

Demonstrar o valor dos programas de experiência em termos de resultados de negócios é um desafio. Métricas como satisfa??o e reten??o s?o importantes, mas podem n?o convencer outras partes da empresa sobre a importancia dos investimentos em CX. é crucial definir um sistema de avalia??o que inclua métricas de comportamento e experiência, além de monitorar constantemente o feedback do cliente. Também é essencial estabelecer uma conex?o clara entre as iniciativas de CX e os impactos em rentabilidade, novos cliente e o resultados financeiros proveniente. Além disso, é essencial comunicar esses benefícios de forma eficaz para obter o apoio e o investimento necessários das partes interessadas.

One fundamental point that is missing here is that of co-creation! There may be a dedicated CX strategy team, but this team shouldn’t run solo. There may be certain projects where the team might run solo and very quickly whip up a consulting-esque output to articulate the art of the possible, so to speak. But if the challenge is a company-wide experience aspiration for specific segments/products/journeys, then bringing cross functional partners like product/research/design/legal/marketing etc from Day 1 (even if in just a listening capacity) is a great idea. That approach however strongly requires the strategy leaders to be comfortable with leading via influence and proactively managing expectations about engaging those partners.

Mais importante do que ter uma vis?o e uma estratégia de CX, é conectar isso a vis?o e estratégia corporativa. Nenhuma iniciativa de CX produzirá tantos frutos quanto iniciativas conectadas na estratégia corporativa.

Creation of a CX Governance framework can be utilised to co-create a CX Vision. CX Governance can provide a clear Framework and robust mechanism, utilizing the right people, and reviewing the right things to be able to drive & redirect outcomes to realize and deliver the CX Vision and Strategy. The CX Governance Framework leverages CX as a business change mechanism & should be seen as an ongoing, organic framework – not a program or project