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Ian Golding talks CX Measures, Metrics and ROI - YouTube
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Hi everyone, this is Janelle
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here from Amplified Customer
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Experience. And today I have Ian
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Golding here with me and we are
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going to explore a CX win that
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he has to share with us. So we
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want to look at the elements
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that make a cx project
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successful and most particularly
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thinking about measures, metrics
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and ROI. So Ian, do you want to
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introduce us to this project
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that you maybe have in mind to
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share with
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I'm going to share something
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that's quite old. I say quite
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old. I'm one of these people
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who's gray on the inside, not
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the outside, so I'm much older
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than I look anyway. And many
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customer experience wins in
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inverted commas. It doesn't
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matter when you won. When it
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happens, if it is something that
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drove what I call demonstrable
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change, and it's something that
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should always be leveraged to
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inspire and influence others to
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do the same. And one of the most
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significant wins, if I can
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describe it that way, in my
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career as a customer experience
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professional came in 2007. So
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it's 13 years ago now, but 13
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years later, what happened in
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2007 has become a hugely
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significant element of not just
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what I share knowledge with
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people about but how I approach
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helping organizations to improve
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customer experiences all around
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the world. And the when was
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this. When I was great head of
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customer experience for an
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online retailer. At the time, we
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were the second largest online
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retailer in the UK. of the good
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old Amazon is After one second
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what I wanted to be able to do
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was to help my leadership
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understand the relationship
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between what we were doing every
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day as an organization, and how
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the customer felt about what we
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did every day. Because we've
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been measuring at the time
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customer satisfaction to six
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years by this stage. And
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everyone knew how the customer
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felt about everything. But no
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one had any real understanding
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as to why. Because my
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background, and I don't want
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anyone to think badly of me when
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I say this. And my background,
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ultimate background is in
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process improvement. And I'm a
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Lean Six Sigma master black
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belts, amongst other things, but
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I only share that with the few,
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not the many. And I was brought
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up understanding But what we
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needed to be able to do was
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recognize the connection between
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cause and effect we did, and how
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that made someone feel as a
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result. And so what I understood
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is that I was in an organization
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that thought it understood the
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effects and everything. I
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thought it understood what
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customers weren't happy about.
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But there was no connection to
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the cause what was causing them
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to feel that way? So I wanted to
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do something about it. And
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measurement, in my opinion is
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the most important competency
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when it comes to this subject of
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customer experience, because
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unfortunately, too often,
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customer experience
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professionals working in an
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environment where they're trying
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to change mindset can be accused
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of being over passionate, you
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know, evangelical, preachy, you
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know, all of these words that
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are true Trying to demean us,
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largely because people are
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fearful of those who are trying
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to make change happen. And so,
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for us to move the conversation
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away from, you know, the over
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enthusiasm, the best way of
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doing that is to stop being
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subjective and start talking
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facts. If we've got facts, then
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people can throw whatever words
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they want to me. But I've got
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facts that you know, you can't
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argue with the facts. So, what I
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wanted to do was to create a
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mechanism that enables our
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organization to measure
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everything that we did, that
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enabled the touch points in our
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customer journey to become a
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reality. In other words, I
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wanted to measure processes,
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what our people did every day.
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Now, if you work in an
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organization, and you will know
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this, that is not customer
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centric. If you approach a
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processor and say to them, I
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want to start measuring what
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your team do, it doesn't
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particularly land very well. In
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fact, you suddenly become public
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enemy number one. Because all
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that's going through the mind
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that that processing is here
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comes that smart smarty pants,
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who thinks that he's going to
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start demonstrating how bad you
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might see me doing things. So
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I'm going to make this guy look
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even smaller than I was making
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before. So to cut a very long
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story short, what I wanted to do
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was to create a mechanism to
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measure operational processes in
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alignment with the customer
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journey in an environment where
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those who owns the operational
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processes, didn't want me to do
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it. And so I did it anyone and
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this is a message that I deliver
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to any customer experience
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professionals. is starting to
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grapple with how to make change
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happen. And it's the message of
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seek forgiveness. Never ask
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permission to do these things.
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If you're doing the right thing
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for the right reason, then just
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do it, you know and seek
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forgiveness later. What I needed
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to demonstrate to the senior
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leaders is that I was not doing
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this to humiliate their
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immediate reaction is you're
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going to show us show everyone
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how bad we are. But actually,
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that wasn't the case. I wanted
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them to understand this. Where
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is it that we are unable to do
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what we need to do? So as a
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result, it's having the biggest
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negative effects on the way the
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customer feels. So what I want
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to do is not humiliate you, but
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I want to help build the
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business case that demonstrates
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why you need people a system
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something else because it's the
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The only way you're going to
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improve the ability of that
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process to do what the customer
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needs you to do, or in Meg's is
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that I had to become the
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ultimate diplomat, that the
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ultimate diplomat using fact to
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help them feel much better about
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what they were trying to do to
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help them actually show off and
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not be worried that I was making
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them feel stupid. And you know
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what, this was not easy. What
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I'm describing, I actually call
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voice of the process. This is
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the third of three voices of
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measurement, sharing knowledge
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about but whilst it's not easy,
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and in the early stages of
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trying to do something like
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this, you won't be popular.
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Doing that in my organization
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was groundbreaking. And we
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demonstrated the correlation
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between improving operational
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performance and improving
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customer perception. We embedded
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measurements of operational
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process across the end to
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engine. Even if something wasn't
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a priority, there was an
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accountable processing,
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maintaining performance or
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driving incremental improvement.
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We completely change the nature
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of the way the business thought
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about what he did. And it is
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something that I've since
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replicated in 15 different
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organizations in different
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industries around the world. It
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is so powerful, but it's hard to
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do and it's hard to do because
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in addition to not making
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yourself popular, process
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management principles have
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disappeared for businesses. So
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trying to determine who is
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accountable for a process is
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nigh on impossible for many
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organizations. If no one is
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accountable for a process, it's
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also extremely likely that
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process isn't being measured. So
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you've actually got to even
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start measuring it. These are
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fundamental, but remarkably
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simple disciplines that just are
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not there in businesses anymore.
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But the final point I will make
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is that in this connection to
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return on investment, return
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when it comes to customer
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experience is about three
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things. It is about revenue
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generation. The revenue
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generation is the focusing on
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customer experience. So many
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people that run businesses think
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that that is the only return
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and when they do not see revenue
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increase from their customer
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experience program in six
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months, they want to give up
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because it doesn't work. The
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other two returns that are the
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short term returns are cost
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reduction and cost avoidance by
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eliminating the random In the
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experiences that the
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organization delivers, by
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stopping things from going
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wrong, that's where the
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immediate return comes from. And
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that's where organizations
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should be saving a fortune, that
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then gives them the time and
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space to deliver that longer
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term revenue generation in the
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future. So, very, I hope I
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haven't gone on for too long.
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But it is a hugely important
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thing. voice that the process is
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not happening in organizations
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around the world. It can change
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the game.
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There's so many different
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strings I want to pull on here
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in but for the sake of time, and
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because I know that just so many
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people are struggling with the
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concept of measurement, metrics
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and ROI. What are you know,
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maybe the one two or three kind
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of tips that you would give to a
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cx team that's really struggling
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with securing their place and
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then value in an organization.
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So I think you need to be able
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to demonstrate, firstly, to
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senior leaders who are
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responsible for processes
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without necessarily even
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realizing it, that you are there
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to help them. You're not there
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to humiliate them. You're there
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to help them. You're there to
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give them the facts, the facts
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that are produced that matches
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their facts. You want to help
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them build a case. So their
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people can do what they do
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better, quicker, more
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accurately, whatever it might
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be. And if you can facilitate
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that conversation that you are
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there to help them, you are
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there to make them look good.
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That's what this is about. It's
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not about us, it's about them.
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Then you will start to see both
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their eyes opening up doors
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opening at the same time. You
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know, this is not about us. I've
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always said to people that being
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a customer experience
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professional isn't about getting
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a job title and a big salary.
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You know, if that's what it's
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about, this is the wrong
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profession. You know, the
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benefit comes later. You know,
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this is about us, doing whatever
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we need to do to help an
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organization, do what is
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necessary to deliver better
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experiences for its customers.
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And if that means that sometimes
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you got to be unpopular, then so
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be it. But if it's for the right
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reason, that's fine. You know,
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if it means that we never get
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promoted, you know, we're never
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given you know, that seats at
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the top, who cares? That's not
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what it's about. You know, it's
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got to be about the good of the
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organization. And if that's what
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you focus on, not only will it
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happen, you know, you will
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become a wonderful example of
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the customer experience
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professional. He will have a
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very long very fruitful and
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remarkably rewarding career. But
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that's what this is all about.
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Thanks so much and I really
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appreciate you taking some time
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to connect with my viewers. And
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for those of you who are
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interested in connecting with
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Ian further, all of his contact
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information will be in the
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description below. Thanks,
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everyone.
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Thank you
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