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November 28, 2019Comments are off for this post.
For many organisations today, culture has become a liability. Although culture is essential for organisational performance and health, a pervasive inability to understand and manage culture in support of business performance has become a significant strategic risk.
The Royal Commission into Misconduct in the Banking, Superannuation and Financial Services Industry is complete. Across 76 recommendations, the verdict is in: a profit over people approach had established deep roots in the culture of many organisations. With APRA and the broader community seeking effective reform, a question has emerged related to culture: can it be regulated?
September 12, 2019Comments are off for this post.
By Chelsea Corless, Consultant/Psychologist Spring Point
By Dylan Flavell, Managing Director
Reading time: 4 minutes
Apart from technology, the rise of customer experience (CX) is the dominant business theme of the past 10 years. Right now, and for the foreseeable future, CX is king. Ironically, customer expectations have never been higher yet at the same time, will never be as low as they are today. As markets converge and as quality, price and service are evaluated regularly by consumers, what is an excellent experience today will be acceptable tomorrow and under-par the day after. In short, CX is a journey, not a destination and a key ingredient for organisations who can go the distance is organisational culture. In particular, the ability to continually adapt and evolve as the customer landscape changes is becoming a requisite CX capability.
“Customers are always beautifully, wonderfully dissatisfied even when they report being happy and business is great.” Geoff Bezos, CEO Amazon
Over the past 12 months we have been working with three iconic Australian organisations in three different market sectors (retail, education and property management) to enable their CX journey through organisational culture. Whilst fundamentally different organisations, their challenges are strikingly similar and offer insight to those seeking to build organisations that can deliver consistently great CX.
The context for these three organisations had similarities; historically successful and experiencing market disruption in the form of new competitors and changing customer expectations. For all of them, the criticality of CX at a Board and Executive level has been established. A core part of our work with these organisations included performance culture diagnostics where three similar cultural patterns relating to CX emerged.
So for each of these organisations, whilst they had invested in their CX journey by addressing more tangible aspects of CX (e.g. customer strategy articulation, product development and technology transformation), those ‘counter-customer’ cultural attributes described above had gotten in the way of realising the benefits. This pattern emerges as a ‘competing tension’; being that CX requires a dual focus and investment on both the tangible aspects of CX as well as the development of critical cultural attributes that enable agility and integration. Both are necessary but a tendency to address one without the other is common.
Our evidence base and experience suggest some key steps organisations must consider to develop a culture that supports CX.
Customer centricity is here to stay, but what that looks like won’t stand still. Building organisations that are customer centric requires intelligent and deliberate investment in culture, in the same way we currently invest in technology and other tangible CX assets. Those organisations and leaders who recognise this and take a medium to longer term view that balances investment across both domains will be the customer kings of tomorrow