I just enjoyed the great pleasure of celebrating the third cohort to be accredited in the use of the P&Q strategic planning framework.
As you can see it’s an ‘ecosystem’ way of thinking about service quality and people performance. To accredit organisations, I have been taking them through a six month journey under the strategic sponsorship of Nexidia whose analytics platform often plays an important role as the upgraded P&Q strategies come on stream. But why have I linked this to Customer Experience? And why would you, as a Customer Experience mover and shaker/transformationalist, be interested in this initiative?
Both question and answer took form during the judging phase of the Challenge and the subsequent award ceremony which was used as an opportunity to re-create the on-site presentations for everyone’s benefit. The reason to associate call centre process with CX vision is simply this. Anyone who has spent more than five minutes in the customer experience space knows they are involved in a battle of ideologies. Let’s just summarise that debate as being between those who stick with an ‘Inside-Out’ mindset and associated priorities for running their organisations. And those who clearly see the need for an ‘Outside-In’ approach as the new road to ongoing prosperity. To this end, we have seen the rise of Voice of The Customer, Journey Mapping and CXO titles such as Chief Customer Officer as part of the solution mix. We have also had some pure behavioural stuff on hearts and minds to enthuse front line teams to go the extra mile.
All good stuff. But often the resistance to change lies even more deeply rooted. Anchored in habits so long practiced that no-one even notices them anymore. Yet these are the ones directly impacting customers as they interact with Customer Service teams. Unfortunately we are still in the age of “Sorry the computer says no”. What is really behind that kind of response? Where does it spring from? Certainly it is all part of the dark side as far as customer experience evangelists are concerned.
Let me give you some of the highlights from this recent round of P&Q as part of the answer to this.
The Dark Shadow Of The Way It Was
For reasons of pure coincidence or maybe divine logic, all cohort three finalists were from the water industry. Even the BPO organisation who was part of the group had a parent company selling billing systems to the water industry! So you can guess what most of the conversation was about.
For readers outside the UK, it is useful context to be aware that things are ‘a-changing’ in this industry. The regulator is taking them into a deregulated market within the next few years. Perfect for the P&Q challenge as it happens. Responding to new influences is why customer service leaders learn to use the P&Q framework in order to become/remain able to cope with new challenges.
Clearly this is the case for those in UK water right now. However to keep this post relevant to everyone else outside an ‘about to be deregulated’ industry, let’s swap the disruption of a ‘regulator’ for the mix of ‘digital-social-mobile-cloud’. On that basis no-one should be feeling left out. OK now everyone hopefully feels fully connected to this story, let’s get back to telling it.
As one of the largest brands in the water industry remarked during their awards presentation, “it was only when the regulator told us to measure customer satisfaction and penalise us for complaints that we realised we had customers!” The guy telling [...]