All posts tagged: 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” …

Disrupting HR: start thinking of HR Customer Service

After many years of discussion and implementation of the HR Transformation framework developed by Dave Ulrich, very few organizations have been really “able” to undertake one of the key challenges posed by that concept: evolving into a true service organization. Many organizations declare to have successfully implemented the model. The key is of course how is success measured. Very often the issue is that HR transformation has been solely pursued with a cost-saving goal, and thus success has been eventually measured by the dollars the HR organization has saved. But at what cost? Way too often the result is a service organization that is distant (not only physically) from the needs of the employees. Managers have effectively to undertake too many HR tasks designed by HR for HR, not really having in mind the different approach a line manager would have. HR Business Partners that maintain the HR generalist mindset, not having evolved in terms of competencies through the transformation, and that continue to pursue HR tasks instead of being actor of the business support. Failing to …