In my new book FUSION: How Integrating Brand and Culture Powers the World’s Greatest Companies, I explain that brand-culture fusion — the full integration and alignment of external brand identity and internal organizational culture — explains the success of the world’s greatest companies including the ones we’ve admired for years such as Southwest Airlines and Starbucks as well as the ones that have broken through more recently including Amazon and Airbnb. But initial results from the
Does your CEO - and your entire leadership team - really care about their employees?
I had another blog post in the hopper for this week, but when this article came across my desk, followed by a phone conversation with Bob Chapman, I knew I needed to write something different, something that is top of mind for me now - and often - as I work with my clients.
Design Thinking needs a digital upgrade / extension to be more productive and helpful in an environment where organizations are facing digital challenges.
Digital Design Thinking tries to take the best of Design Thinking — its customer and experience mindset — and employ this in a digital environment — at scale. Creating several new benefits to the Design Thinking methodology.
There are a number of advantages to Digital Design Thinking over traditional Design Thinking in the right types fo projects:
How do you measure success of your customer experience initiatives?
For any type of project or initiative that you undertake, it's important to be able to track progress and measure success. In order to do that, you must first outline what success looks like and what metrics you'll use to measure that. Outlining what success looks like starts with: specifying the problems to solve, establishing the objectives, and defining the desired outcomes.
One of the questions we have been asked a lot recently is whether NPS is “GDPR-Proof”. Everyone is quite nervous about the GDPR regulation coming in May, as a misstep in managing the customers privacy could easily end up costing a company major amounts of fines.
Colleague: So much money has been spent and continues to be spent. On CRM. On CX – voice of the customer, journey mapping etc. In the name of customer-centricity – whatever that means. Yet, there is little to show for it.
Me: Seems that way.
Colleague: Which big company, as in the kind of company that we end up consulting to / working with, has anything to show for the time-effort-money that has been spent on the whole Customer thing?