All posts filed under: Customer Experience

Customer and Chef in a Japanese Restaurant

Who Owns the Experience?

We have all heard the concept of Experience Economy that dominates the evolution of our world today. Most companies have realised the importance of thinking in terms of experience and have started adapting, focusing on Customer Experience as one of the critical drivers for success. People have been nominated Chief Experience Officers, a number of design tools are put in place to support this, a number of other more focused “experience” concepts are appearing around (Content Experience, User Experience, Product Experience, Digital Experience, Employee Experience, Supplier Experience…) but one question comes over and over again.  Who Owns the Experience? Most of the resources I’ve accessed state that we need to create some ownership at a very senior level (like the already mentioned Chief Experience Officer or Chief Customer Officer).  Think of this person as being like a film director (…). Just as a film director is responsible for producing a cohesive and engaging film, your “director” of customer experience is in charge of building a cohesive and engaging customer experience program. Roy Barnes and Bob Kelleher, Who Owns Customer Experience Unfortunately, stating that just one person “owns” …

Why do Digital Transformations fail?

There are many articles recently looking at why Digital Transformation projects are failing. A recent survey by Accenture among 1350 global executives, which collectively invested over 100 billions USD on scaling digital innovations, shows that 78% of companies struggle to see results. This confirmed the 2017 survey results from Bain that showed that only 5% of digital transformation projects were successful. we learned that few companies win, most struggle and some are left with complete disappointment. This rings true especially as companies shift from improving the efficiency of their operations to generating new value for customers.  Accenture, Retink, Reinvent, Realize But what are the reason for this? I’ve tried to compile a list here based on some of the most known articles on the topic. A collection of challenges The first two challenged have been identified in the above-mentioned Accenture research by Mike Sutcliff, Raghav Narsalay and Aarohi Sen and published on HBR. Unspoken disagreement among top managers about goals: if senior managers’ don’t agree on the priorities, or on how to measure success, it is difficult for the organisation …

What’s new about Digital Leadership?

Understanding the concept of Digital Leadership is not an easy tasks. Multiple points of view, different approaches, a lot of partial answers, all contribute to a scattered scenario. If we want to really focus on digital maturity though, we need to approach this concept as the fundamental component of Culture Change. Digital Leadership is another concept, together with of Transformation, that is really “hot” in the most recent managerial literature and debate. The debate goes between the two extremes of who tries to redefine entirely the concept of Leadership applied to digital, and those that instead minimize its impact to just a new technology variable, not altering the fundamentals of traditional Leadership models. In this post I will try to reframe the topic starting from suggesting that the perspective of what is a digital leader already creates complexity in giving an answer. I will then assess three possible models of answer in the framework of Digital Transformation. What is a Digital Leader? Most traditional organizations are challenged constantly in defining what is digital, and this …

Digital Transformation in Store

As the role of the physical store gets redesigned by the impact of technology, there’s more evidence of the centrality of retail associates in delivering successful experiences and drive sales across channels. Simply plunging technology in stores has failed in accelerating this: to succeed employees in store need to be at the core of the Digital Cultural Transformation of the company. Perhaps no other industry has been impacted by changing customer demand like retail. People want to have 24/7 shopping experiences, and they want it now. However this trend did not crystallize into one channel taking dominance over the others, rather the expectation is to be consistent across all channels in the value chain. Which is why a lot of the Retail Apocalypse proponents, have found out that also traditional brick and mortar retail still has a meaning. I have already addressed how I believe the work in retail is changing. And have also more recently argued that the expectations put on Retail Associates need to be compensated adequately. What I want to focus today, …

Digital Transformation in Traditional Organizations. It all starts with Culture.

The topic of Digital Transformation is often seen as an opposition between digital natives and “the others”. But how can we transform a more traditional organisation, while preserving some of the traits that have made the success of this organisation? The answer is to look in Culture first, and in making sure we intentionally embed values and practices in the transformation journey. When approaching Digital Transformation in many organizations, issues arises to how much we need to change without impacting the more traditional operations. Partially this is also a reaction to one of the most typical objections that many do when looking at the transformation on the markets. “We cannot be Google”. A very interesting read on how a traditional company should address this transformation, comes from a MIT Research published on Sloan Business Review: Building Digital-Ready Culture in Traditional Organization. Foundational Values The research has first of all identified 4 foundational values that characterize successful Digital Transformations. What’s interesting is that these where based on assumptions cited from digital native companies, but have been …