Why CX transformation needs a pragmatic approach

The litmus test for any CX vision is the ability to make it work in the real world.

We are seeing a shift happening in the world of CX. In advisory services practice, the conversations about contact centre transformation in recent months revolve less around the 'why' of digitalisation. Instead they increasingly hone in on 'how' - how can large customer organisations with a dozen things to sort out simultaneously make CX transformation work in a way that makes sense for their customers, for their brand, and for their operations, while integrating it with their product or service processes.

And you would be surprised how quickly the visionary scenarios of technology vendors crumble when it is time to roll up your sleeves and see the project through to the end. The result among many organisations: vision fatigue - too much vision, not enough thought given to execution in the real world. That is what this piece is about.

But first, a few words about the 'why' - because it is an important part of the bigger picture. Most of the companies we deal with agree that transformation needs to happen, but their reasons for tackling such a project vary. Here is a quick round-up of triggers that may make businesses rethink their CX strategy:

• Customer satisfaction: People complaining on social media about inadequate service or unsolved problems; the desire to meet customers' high expectations.
• Inefficient operations: High cost of service; a large number of customer care agents; processes with lots of manual steps; long handling times.
• Growing awareness of CX as a discipline: Brands recognising that CX is bigger than the contact centre and needs to extend to the entire customer lifecycle.
• Customer data silos: No ability to internally share information about customers, product usage, or innovation opportunities.
• High attrition: Customer service employees disengaging because they feel their job is unrewarding. Clunky tech and outdated processes stopping them from helping customers effectively.

CX visions need to translate into realistic roadmaps

So far, so good. It all sounds rather rational. But that is exactly where the problem lies.

While your reasons for transforming CX may be well-founded, the process of effecting change in a large organisation is seldom logical or straightforward. No two businesses are the same in terms of the obstacles to change you might encounter. Some examples:

• Competing digital projects, all scrambling for attention and priority.
• An IT department booked up for the next two years.
• CX-blind finance leaders firmly controlling budgets and not prioritising CX.
• Customer service associates simultaneously wishing for automation and being afraid of redundancies.
• Existing investments in CX that need to be leveraged - even though the tech may be less than ideal.
• General resistance to change.

Unless your approach to CX transformation acknowledges the obstacles that exist in any normal business - and has a plan for overcoming them - your vision will remain just that: a model of an ideal future state with little chance of ever being fully realised.

It is time for CX realism

This is not an argument against bold vision. It is an argument for programmes that take potential pitfalls into account and build their roadmaps accordingly. The best CX transformation programmes we have seen did things like:

• Managing risk: Starting with a proof of concept on a non-critical process and iterating until they had a robust model, then gradually scaling from there.
• Presenting ROI across multiple dimensions: Addressing different KPIs to satisfy various stakeholders, from cost and NPS to employee experience and business intelligence capabilities.
• Being realistic about technology: Configuring a tech stack that complements what is already in place, selected to support priority business goals - which may mean foregoing the latest tech hype.
• Basing new processes on actual customer data: Using real-life scenarios for CX improvement rather than hypothetical models.
• Communicating change proactively: Planning early announcements about proposed initiatives and transparent communications for anyone whose role is affected.
• Making a plan for employees' futures: Whether that means additional training and upskilling, or supporting transitions to other roles.
• Being accountable for outcomes: Devising a programme that does not just commit to delivering technology, but to the metrics and business goals it is aligned to - and tweaking it until it does.

It seems straightforward when you write it down - and maybe it all sounds less exciting than a CX vision with a big reveal. But when it comes to lasting CX change, most organisations will take a tried-and-tested approach over a flimsy vision any day. Especially if it can deal with the hiccups, detours, and restarts that organisations invariably encounter.