Maz Iqbal

Who are the UK’s 2012 Customer Experience Leaders and What Can We Learn From Them?

Why have I been making such a big fuss of leadership, management and employee engagement?  Some of you – especially those of you that focus on strategy, process or technology – might have noticed that I have increasingly made a big thing of leadership, management, employee engagement and organisational effectiveness.  Why?

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What does it take for ‘employee engagement’ to show up? (Part VI)

The truth that makes men free is for the most part the truth which men prefer not to hear”  Herbert Agar

In this post I continue sharing with you what shows up for me as I grapple with ‘employee engagement’.  Given that some of you may have not read the earlier posts, I will first cover some essential ground and the move forward with the ‘new’.

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Is customer experience and the voice of the customer the CMO’s salvation?

The Economist Intelligence Unit has recently published a report titled ‘Outside looking in: The CMO struggles to get in sync with the C-suite’, sponsored by SAS.  This report has showed up as rather interesting for me and I want to share with you that which has caught my interest.

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Why marketing should not lead the drive towards authentic customer-centricity

The accepted wisdom is that the marketing function and marketers have the best grasp of customers – their lives, their desires, their concerns…..   Along with this is another piece of accepted wisdom: that the marketing function and marketers are customer-centric or they are the function/people who are the most customer-centric in the organisation

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What does it take to generate ‘employee engagement’? (Part V – the ‘dark side’ of the being of human beings)

We are only falsehood, duplicity, contradiction; we both conceal and disguise ourselves from ourselves.”  Pascal

Truly it is an evil to be full of faults; but it is still greater evil to be full of them and be unwilling to recognise them, since that is to add the further fault of voluntary illusions”  Pascal

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What does it take to generate ‘employee engagement’? (Part IV)

Let’s recap. ‘Employee engagement’ is sought after because engaged employees generate a multitude of benefits that translate into higher revenues and profits.  And I can categorically say that the road to great customer experience travels through the gate of employee engagement.

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What does it take to generate ‘employee engagement’? (Part III)

This is the third post in series of posts centred on the human side of the enterprise and ‘employee engagement’ in particular.  In the first post I shared the story of the millwright and drew attention to what Max De Pree calls the ‘concept of persons’.  In the second post I shared with you what I say is the dominant ‘concept of persons’, as practiced in just about every organisation, and how it fails to hold up to reality of the human condition.  In this post I want to continue the conversation around the ‘concept of persons’ and bring Maria Montessori into the picture.  Why study her?  Because she achieved extraordinary results by generating extraordinary engagement in the process of learning.

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What does it take to generate ‘employee engagement’? (Part II)

This post is the second one on a series of post that will deal with the human side of the enterprise and in particular ‘employee engagement’.  Why? Because you cannot have a customer-centric organisation that ‘stages’ great customer experiences if you do not create the context that enables your people to show up as ‘being great with customers and enabling greatness with customers’.  You can find the first post which introduced the ‘concept of persons’ here.

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What does it take to generate ‘employee engagement’? (Part I)

This post is the first in a series of posts in which I will be exploring/grappling with the what it takes to call forth the best from the people in your organisation.   Some refer to this as ‘employee engagement’ which in itself suggests/implies that the default state is that of disengagement.

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What Does It Take To Be a Leader and for Leadership To Show Up? (Part III)

This post continues and completes the conversation on what it takes to be a leader (and for leadership to show up) from an ontological perspective as put forward and taught by Werner Erhard et al. There are three foundational strands to this model: ‘integrity’, ‘authenticity’, and ‘being committed to something bigger than oneself’.  

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