What does Brexit have to do with CX – the Customer Experience?
Everything. How many times have organizations said, “oops, sorry, we forgot you!” to a critical stakeholder group? More than you would imagine. For 100 years, the working-class of North East England voted Labour. Cameron’s pro-Remain coalition, which included Labour, forgot about them. They and other forgotten constituents finally had enough.
How was the power of their discontent harnessed? In the Daily Mail article from 26-June; Epicentre of the Euro Earthquake: A powerful dispatch from the ‘neglected’ North, the pro-Leave leaders said, “All we did was engage with them, talk to them, actually take the trouble to knock on their doors and ask for their vote. But the response was simply incredible: a passion and enthusiasm that I, as a 30-year old political veteran, have never experienced before.”
“All we did was engage with them, talk to them…”
Ignore at your own peril
When leaders of organizations and countries ignore their customers and constituents, at some point those folks shut down. They tell you, “we’re done, no more.” Voters deliver unexpected election results and workers “check out” – the motivated ones leaving for better opportunities and working conditions.
The Customer Experience (CX)
As a consultant, I have seen numerous large, high profile projects fail. There are statistics ad nauseam on why change isn’t sustainable and what elements are key to success. I’ve also been a part of the digital age since digital was called ‘new media’ – some 2 decades now. Having lived through transformation failures as a client, and seen clients prevail or fail as a consultant, there is one common denominator: CX.
American Express conducted research in 2013 with Neurosense to scientifically study the physiological, emotional and psychological impact of good service. The findings in part included; 74% had increased heart rate when they thought about receiving great customer service and over half experienced the same cerebral reactions as feeling loved.
According to Deloitte‘s Global Human Capital Trends 2016 report; “Engagement likewise needs to adopt an “always on” approach.”
In overwhelming numbers, the voters of North East England showed how correct these studies are. Leaders of countries and organizations must always keep an eye on all stakeholders, not just the special interest or influential stakeholder groups. The power of treating people, well like humans, can have a profound effect.
Customer Experience at its core is about how we treat our customers, our constituents.
The enablement of good CX is good change management. When we don’t manage change optimally, we lose constituent engagement. Critical, expensive transformations fail. I have seen digital projects go off the rails when a robust CX/UX strategy was not developed and implemented to integrate corresponding change management intersection points.
Typically, the change team is given the task of “making things human,” but if the overarching strategy has not been built on a foundation of robust CX that incorporates UX (User Experience) design principles with corresponding discovery and blueprinting phases, key stakeholders can be forgotten. Program managers are focused on the “on time, on budget” component; change management teams are “all about the people.” But if program managers and change management teams are running on separate tracks without a holistic delivery plan, unplanned redundancies and misses occur. Constituents don’t feel loved.
CX: It’s all about the love. Love your constituents, they’ll love you back. Forget them, they’ll strike back.
Original post on LinkedIn