|Complete a form on the website
|Web intercept survey
|Was the form understandable and easy to find and use?
|Discuss need at a field office
|Automated text message after customer leaves office
|Was the agency representative courteous and empathetic? Was the customer’s need met?
|Ask a question via 1-800 number
|Interactive voice response survey before call disconnects.
|Was the customer’s question answered? Were they on hold an appropriate amount time?
|Complain about a service received
|Social media platforms (e.g., Twitter)
|What concerns are customers voicing online regarding services provided?
An absence of agile culture
A willingness to test ideas and act on VoC data quickly and iteratively requires an agile culture. That means the organizational culture is one that emphasizes cross-disciplinary collaboration and iterative responses to customer needs over excessive planning and siloed workstreams. An agile organization might use a lean roadmap (a high-level guide of what’s to be done) to go out and rapidly test ideas; VoC data would tell them what’s working and what’s not. (Yes, you can apply agile principles to CX!) Unfortunately, many organizations spend too much time trying to use exploratory data to develop more and more detailed plans, many of which never become actions. Of course, customers prefer less talk, more action.
Your goal should be faster real-time insights
There’s no silver bullet. However, to implement CX improvements faster, organizations must address the four areas above and start testing improvements in the field faster to get real-time insights and stop overanalyzing exploratory research. Focus on four organizational changes to move to CX implementation faster:
Research and test
Use exploratory research data to form hypotheses about which product, service, or process changes will make for a better experience. Then test those hypotheses immediately with a segment of customers as soon as you have prototyped the solution.
Define what CX means for your organization
Explicitly define the role of CX and its leader within the organization, then make sure each supporting team along the customer journey is engaged—and enabled—to support them. Sharing feedback data outside of departmental silos is a must.
Create a Voice of the Customer program
Create and constantly improve a formal Voice of the Customer program and corresponding CX metrics dashboards so all levels of the organization understand which sub-drivers along the customer journey impact satisfaction the most.
Embrace an agile approach to customer experience
Build lean roadmaps and agile workstreams targeted toward improving CX. Whether the work pertains to digital systems or back-end business processes, many journey touchpoints involve the intersection of several teams internally and will require fast-moving, high-collaboration operating environments.
Becoming more agile with CX isn’t easy. It requires a strong, customer-centric culture and leadership that can wrangle many departments and stakeholders. And it requires change management at scale that generates employee buy-in and ambassadorship. But knowing that effective CX produces a return on investment that helps you better deliver on your mission and gain the trust of the citizens you serve is reason enough to invest in getting it right.