Customer Experience Transformation Methodology

We Will Help You Design an Excellent Customer Experience that Leads to Improved Performance and Rationalized Spending in your Organization.

Towards an Exceptional Customer Experience - Building Competencies and Sustaining Improvement

Customer Experience Transformation Methodology (CXTM™)

A Proven Methodology for Creating Customer Experience Transformation Programs

We have unique methodologies, models, and techniques capable of elevating our clients to high levels in the journey of customer experience transformation. We establish ongoing activities to build competencies and enhance shared values and behaviors that ensure an excellent customer experience. We enable teams to research data to understand customers, prioritize, design experiences, empower employees and partners, measure the quality of experiences and their connection to the organization's general indicators, and establish a system that ensures continuous improvement in customer experiences.

Reference Framework for Customer Experience Transformation Methodology

Customer Experience Competencies

An excellent customer experience requires excellence in five measurable competencies.

Organizational Alignment: We measure the level of teams' understanding of their roles in achieving the vision and the level of customer-centric behavior.
Experience Measurement: We measure the ability to research customer data and examine their interaction with the brand, presenting results with actionable insights.
Experience Visualization: We measure the ability to generate ideas, prototypes, visualize, and test experiences.
Capacity Building: We measure the level of training and support for teams to implement their part of the customer experience.
Prioritization: We measure the ability to prioritize improvements for customers, the organization, and partners.

Voice of the Customer Program

Establishing one integrated Voice of the Customer program, no more.

We help integrate the customer experience ecosystem to unify Voice of the Customer programs and collect data in a central repository that allows for comprehensive analysis and prioritization across the organization.
We assess the current situation to understand desires, needs, and currently implemented programs.
We identify gaps in current programs to understand shared insights across the entire organization.
We implement gradually, starting with areas of least resistance, and unify programs there before moving to new areas.
We develop processes to mature the program, identify disruptive elements, and turn them into program ambassadors.

Measuring Customer Experience

Creating a customer experience measurement program according to the targeted maturity level.

Localized: We assess the current situation, start with a small measurement program, align the organization around its goals and metrics (perception, interaction, results), develop methods for data collection and analysis and deriving improvements, and finally socialize the program for marketing and improvement.
Enabled: We raise the level of discipline in the program, create dashboard content, expand the program scope by engineering cross-business line metrics, and establish a multi-functional approach to prioritize change.
Expanded: We employ machine learning and advanced analytics to measure experiences in the context of the journey to determine whether experiences contribute to journey performance, from both customer and organizational perspectives, and finally ensure experience insights are incorporated into business decisions.

Establishing Transformation Practices

Starting the transformation at the localized level by establishing a rigorous practice rooted in the triple change model.

We set a clear reason for transformation and link it to intended goals.
We carry out activities to educate employees about the customer experience vision and their roles in achieving it.
We use customer data to establish a system of values and behaviors for delivering excellent experiences.
We identify an executive to oversee the transformation and provide personal guidance for leading change.
We measure how the transformation affects customer experience and employee morale.
We demonstrate what an excellent customer experience means through practicing an excellent employee experience.
Establishing the transformation program
Expanding the measurement program and starting to establish a transformation program at the enabled level.

Expanding the transformation program
Developing effective processes for transformation at the expanded level with customer-centric behavior.

Transformation Ambassadors Program
Overcoming difficulties inherent in cultures that do not support customer experience and do not establish collaboration.

Transformation Training Program

Workshops to create customer experience competencies and implement those competencies with discipline.

We embody an organizational culture from top to bottom, with the entire organization engaged in workshops to deliver a mix of advanced experiences and daily operations.
We provide methods and tools that enable teams to work through examples, case studies, and group exercises, allowing peers to collaborate and solve problems creatively.
We identify target areas and teams that add value to customer experience performance at the organizational level.
We clarify the relationship between training program content and business challenges.

Culture of Self-Change

Developing effective processes for transformation at the expanded level with customer-centric behavior.

We improve the organizational structure, authorities, responsibilities, and the system for measuring and reinforcing employee behavior.
We distribute authorities and responsibilities in ways that make the organization more customer-focused.
We systematically monitor best practices to improve transformation practices.
We establish frameworks for detecting innovation in transformation practices and openness to external ideas.
Transformation Ambassadors Program
Overcoming difficulties inherent in cultures that do not support customer experience and do not establish collaboration.

Transformation Training Program
Workshops to create customer experience competencies and implement those competencies with discipline.

Culture of Self-Change
Partnership and influence throughout the organization through a self-changing and repeatable process.

Transformation Strategy

Creating an actionable strategy that helps achieve organizational goals.

We define the customer experience vision by drawing a clear picture of customers and their needs, through research, journey measurement, and solutions that provide the experiences customers expect.
We set correct priorities and draw a strategic roadmap that includes building the capabilities of people, processes, and technologies necessary to achieve the customer experience vision.
We use the ASIX™ (Accelerated Strategic Implementation eXecution) system to provide agile foundations in strategy execution.
We organize the leadership of strategy implementation according to the customer experience transformation governance model.
We define measurable outcomes that clarify the value the organization gains in delivering a good customer experience.

Transformation Governance

Choosing the appropriate governance model to guide the customer experience transformation strategy.

Local: Suitable for small organizations, where one team leads the processes of collecting and coordinating ideas and analyzing data in major initiatives. However, this model fails in environments with multiple small transformation initiatives in widespread and separated areas.
Distributed: Suitable for emerging initiatives in large organizations, where experience is practiced independently in parts of the organization, and a central team shares best practices and provides data, metrics, and ideas that enhance and validate the initiative. The central team must have communication and diplomatic skills as a condition for the success of this model.
Parallel: Suitable for mature initiatives, where independent committees are formed, governed by strong rules of engagement and accountability to manage parallel transformation initiatives, leading to accelerating the pace of transformation and accommodating many transformation enthusiasts. The difficulty lies in maintaining momentum and enthusiasm if not all participants are active.

Experience Design

Defining experience objectives and designing activities, data flow, roles, and improvement priorities.

We capture customer lifecycle summaries (Inventory Maps), set details (Activity Maps), and draw data flow (Data Maps).
We define the lifecycle from the customer perspective (how they obtain value), the organization (what it does to create the experience), visualize the framework (actual activity), and define roles and data flow.
We define the organization's responsibility in delivering the experience, what customers experience in their lifecycle, and stages of relationship development with customers.
We classify processes into two categories: processes that precede value delivery, and processes that establish a positive tone for developing relationships with customers.
We describe customer personas, roles by stage, and set improvement priorities according to these roles.
We measure the impact of journey behavior using journey mapping, orchestration, and analytics tools.
Collaborate.

Transformation Training Program
Workshops to create customer experience competencies and implement those competencies with discipline.

Culture of Self-Change
Partnership and influence throughout the organization through a self-changing and repeatable process.

How Do We Apply the Customer Experience Transformation Methodology?

We Use an Integrated Approach in the Customer Experience Transformation Journey in Public, Private, and Third Sector Organizations. First, We Assess whether Transformation is Necessary, then Calculate the Appropriate Level of Transformation, Set the Transformation Vision and Strategy, and Finally Begin a Continuous Cycle of Improving the Customer Experience. In each round, We Prioritize and Implement Transformation Priorities, Measure Transformation Maturity, and Improve Drivers and Enablers before Entering the Next round.

  • Review the organization's vision, mission, values, and transformation strategy, and apply the Hansei process for reflecting on current performance.
  • Identify current methodologies in digital transformation areas in general, and customer experience transformation in particular
  • Study opportunities and strategic options resulting from assessing forces that may threaten the continuity of excellence in the organization's fields of work.
  • Confirm data validity in the field: Review results of relevant international, regional, and local indicators.
  • Prepare the report: Define what the organization will look like when the customer experience strategy succeeds, identify initiative objectives, options, important issues, success factors, competitive advantages, and levels of the customer experience ecosystem in the organization.
  • Measure the importance of customer experience transformation in the organization's success, to determine the direction, pace of transformation, and investment size.
  • Apply a tool to assess forces that may threaten the continuity of excellence if the organization decides not to proceed with customer experience transformation, the prevailing culture regarding customer experience in the organization, and leadership's desire for customer experience transformation.
  • Integrate the tool application results with the previous step results (assessing transformation necessity) to answer the following questions: Is customer-centricity an important factor in the strategy? Does the organization have an implicit or explicit program for building customer-centricity competencies? Does leadership have sufficient conviction to start the customer experience transformation journey? Is the organization ready for transformation?
  • Prepare the report: Determine the importance, direction, pace of transformation, and expected return on investment from customer experience transformation.
  • Research flows that provide high value to customers and the organization.
  • Quantitative analysis of value provided to customers, determining what is important, where the organization stands compared to its peers, and deriving the type of experience the organization seeks to provide.
  • Choose aspects of customer experience in which the organization seeks to excel, versus those that do not constitute a competitive advantage.
  • Involve employees close to customers, and leverage behaviors these employees have developed to better serve customers, to finalize the type of experience the organization seeks to provide.
  • Formulate a concise written statement for a vision to deliver an experience at a maturity level (localized, enabled, expanded) that fulfills the brand promise.
  • Develop visual elements for the big picture, making the customer experience vision clear, understandable to everyone, and vibrant
  • Form a clear picture of customers, develop a strategic roadmap, define responsibilities and engage leadership, set measurable strategic goals, socialize the strategy, and regularly update the strategy to keep pace with evolving customer needs.
  • Determine the targeted maturity level (localized, enabled, expanded) based on the baseline, and the gap in competencies (human resources, processes, and assets) that achieve the targeted maturity level.
  • Localized: Focus on establishing transformation practices, creating a system of shared values and behaviors, identifying an executive to be the supervising leader of the transformation, and educating employees about the customer experience vision and their roles in achieving it.
  • Enabled: Raise the level of discipline in the maturity measurement program and expand its scope horizontally and vertically to include new sections in the organization, improve and automate surveys to obtain actionable insights, improve dashboards to reflect the structure of metrics, and focus on delivering insights to stakeholders.
  • Expanded: Improvement actions in three parallel lines: organizational structure, authorities and responsibilities, and the system for measuring and reinforcing employee behavior to focus on customers, distributing authorities and responsibilities in ways that make the culture more customer-focused, and seeking to inspire and challenge habits to make behavior a daily topic of discussion.
  • Establish an integrated Voice of the Customer program.
  • Develop a program to measure the maturity of customer experience transformation.
  • Implement the measurement program and prioritize according to the targeted maturity level.
  • Localized: Understand the organization's culture (is there resistance to change, a need for learning, is the organization ready for change, or perhaps ready for transformation), and collaborate with stakeholders to adopt an organized approach that weighs the priority matrix, through a variety of quantitative and qualitative data, and track the customer journey to fill the matrix.
  • Enabled: Assess the feasibility of priorities (the ability of individuals, processes, and technology to absorb change), accompanied by an impact report on customers (importance of the experience) and on the organization (cost of the experience and enhancement of business results), and finally develop criteria for refining priorities with a mix of qualitative and quantitative research, and create guidelines that support a consistent approach to prioritization with stakeholder participation.
  • Expanded: Determine dynamic priorities that include risks associated with priorities, countermeasures, return on investment, refine the prioritization criterion through return on investment exercises, improve the objectivity of decision-making, and keep pace with change.
  • Prepare the transformation project control room and design dashboards.
  • Prepare the top level of the Hoshin matrix and the levels that follow it, and organize teams to start the next round of transformation.
  • Design the sustainability program (Customer Experience Ambassadors Program and Transformation Training Program), and establish foundations for operating both programs, to sustain progress towards achieving the transformation vision.
  • Create a foundation for change and continuous improvement, establish foundations for agile implementation, and build local team capabilities in customer experience topics and working with the Kaizen methodology, using the sustainability program.
  • Establish foundations and enablers for continuous improvement by applying the D3 Change Model as a basis for achieving results of drivers and other models.
  • Use the program to measure the maturity of customer experience transformation to draw a picture of the maturity of transformation culture in the organization.
  • Evaluate customer experience performance in five dimensions: organizational alignment, experience measurement, experience visualization, capacity building, and prioritization.
  • Prepare the report: Identify improvement elements in the sustainability program based on assessment results, and identify elements for improving priorities and application maps for upcoming rounds.
  • Verify the validity of results, the integrity of methods for identifying causes of weak results, and ways to examine processes that lead to these results
  • Implement a system to review value and transformation goals, risks, and preventive measures to correct deviations regularly.
  • Improve the sustainability program based on the results of the current implementation round.
  • Improve priorities and application maps for upcoming rounds.
  • Review and improve the implementation follow-up structure: Apply a standard methodology in measuring the organization's success in achieving work plan outcomes and necessary corrective actions.

Samples of our Projects

The Customer Experience Transformation Methodology (CXTM™) is a Proven Methodology in many Organizations in Public, Private, and Non-Profit Sectors. See Samples of our Projects.