How the right CX Operating

Model can pave the way to

future success
02
Introduction 04

Tenets CX Operating Model 12

Structures & Functions 13
Governance & Power 15
People & Talent 16
Data & Systems 18

Outlook: Our approach to your

CX maturity assessment 20

03
Introduction

Relevance of CX
How often have you heard people wonder why a certain company doesn’t
offer the level of convenience they find at Amazon, the personalization they
experience at Netflix or the unique terminal and inflight experience of a flight
with Delta Airlines. These successful players have one thing in common: they
built their business models on customer data and tailor all of their activities
to the customers’ needs.

Executives of some traditional companies may have noticed these demands

but ultimately ignored them. For many companies, responding to new
customer expectations means a radical departure from the status quo. In the
past, the objective was operational and product excellence or productivity
and performance improvement. Today, they understand that it takes more
to achieve long-term success. With customer expectations on the rise, only
those companies able to translate expectation into experience will win
the battle. Companies are compelled to design connected experiences,
irrespective of the touchpoint or channel, so that customers can enjoy them
whenever, wherever and however they choose. In a nutshell, organizations
that carefully manage the customer experience can maximize customer
satisfaction and improve their bottom line.

“Customer Experience is
the new brand.”
Shep Hyken

04
Fig. 1 – Why we believe Customer Experience is so important

Nr. 1 – Differentiation
Companies that create a unique customer
experience can differentiate themselves from
their competitors. Forecasts expect customer
experience to overtake price and product as the

Nr. 2 – Promotion
key brand differentiator for consumers by 2020.1

Studies show that customers tend to mention

a good brand experience to an average of nine
people, but will tell 16 people about a bad one.2

Nr. 3 – Customer spend

Customers who have the best past experiences
spend 140% more compared to those who have
the poorest past experiences and are 4.5 times
more likely to pay a price premium.3 What is more,
customers who have a high-quality experience are
3.6 times more likely to buy additional products and
services from a brand.4

Nr. 4 – Loyalty
Customers who have a high-quality experience are
2.7 times more likely to keep doing business with a
brand than those with a low-quality experience.4

Nr. 5 – Cost to serve

Delivering great experiences reduces the cost to
serve customers by as much as 33%.3
Recommendations bring in new customers with 0
marketing-related acquisition costs.4

1
 alker into Differentiator
W
2
“ Customer Experience is the Future of Marketing,” Forbes, 2015
3
“ The Value of Customer Experience, Quantified,” Harvard Business Review, 2014
4
Deloitte Project Experience 05
CX Challenges Fig. 2 – Core CX Challenges

For most companies, getting the customer experience right looks easier
than it is, and many of them believe they are already doing a good job. In our
daily experience, however, we often see a large gap between the experience
customers expect and what is actually delivered. But why is this the case? What
are the major challenges we are seeing out there today?

Broken Customer Connectivity

Although top management may
clearly express a willingness to focus
on the customer, we see many legacy
organizations, often built on product lines,
suppressing the kind of customer-centric
initiatives that make customer experience
the core business proposition.

Insufficient Data Insights

Too often, decision-makers are unable
to derive meaningful insights for their
organization by connecting diverse data
sets. Today’s companies have broad
access to customer data, but many lack the
expertise to put this enormous amount of
data to optimal use. This makes CX initiatives
less efficient, as they cannot work without
relevant information about consumer
preferences and behavior. Decisions are
often made based on gut feeling rather than
on a solid evidence base.

06
Misaligned CX Understanding Incomplete CX Measurement
Departments often lack an aligned Budget owners and stakeholders who
understanding of their CX strategy. They expect a substantial return on their
have not sufficiently defined the necessary investment need transparency on
internal processes, functional interfaces, performance to advocate for CX within an
CX principles and responsibilities. This organization and to manage their projects
inevitably results in a misunderstanding of and programs effectively. The reality is,
“who needs to do what”. however, that organizations often struggle
to find the right metrics to clearly link their
customer experience efforts to meaningful
business results.

Lagging Technological Infrastructure Online Obsession CX Hyperactivity

Based on our discussions with clients, we Over the last decade, companies have Improving customer experience is a top
believe most companies understand that replaced numerous offline touchpoints priority for most companies, spawning
the current stage of digitalization demands with digital interfaces like websites or apps. countless projects and programs that
a new kind of technology platform flexible This has led to a strong focus on online directly or indirectly aim for an improved CX.
enough to cope with the pace of change. touchpoints and a tendency to neglect the However, based on our experience, trying
However, companies are often unable to holistic customer journey that comprises to do everything at once is one of the main
renovate their legacy IT architecture fast online as well as offline touchpoints. In the reasons major market players deliver such
enough to keep up with changing business end, placing online and offline in separate poor experience.
demands. They need dedicated personnel silos, focusing solely on one rather than the
to ensure that the new tools and systems other, or failing to actively manage cross-
fit seamlessly into the overall enterprise channel integration will prevent companies
architecture and capability planning. from establishing a seamless customer
Companies that ignore this key challenge experience with the right glue keeping all of
have a detached technological backbone the activities stuck together.
that is unable to deliver the required data
for the right metrics and actions.

07
Case Study –
Creation of a customer-centric operating model for Bank ABC

The root cause for CX challenges is quite Based on our approach, Bank ABC developed a future-fit CX operating
often a company’s current operating model and introduced a number of distinctive changes and actions to
model, its inability to translate new
improve the existing one. These were mapped in 4 major design dimensions:
customer-centric strategies into distinct

1.
operational tasks. That is why companies
need to effectively rebuild or at least
adapt their existing customer experience
Structure &
operating model. Functions
One of our clients, which we’ll call Bank Since the organization had grown over 1 Customer experience delivery (channels
ABC, was not satisfied with its present time without establishing dynamic in which customers interact with Bank
operating model. Management felt that processes and the right roles and ABC),
both the alignment of its capabilities and responsibilities, we developed a CX
2 Customer experience design
the agility of its execution was preventing operating model that would enable
(tracking and improving the customer
the company from achieving its objectives greater customer centricity and agility
experience),
for 2020. They believed that decision- within the organization. Teams and
making powers and accountabilities in organizational levels were broken down 3 Operational enablement (providing
particular were causing inefficiencies. The along 4 core dimensions to enable enabling services and processes to
goal of becoming the best regional bank customer proximity: support the delivery and design layers)
by delivering what matters most to their and
customers seemed at risk. In response,
Bank ABC reached out to Deloitte for 4 Support functions (supporting the
support in developing the right CX bank’s core operations to focus on
operating model that included: delivering their purpose). The customer
experience team was incorporated as
• An optimized operational structure to a separate entity into the organization
drive collaboration and engagement and led by an executive general
around the customer manager (EGM) who reports directly to
the CEO.
• An appropriate balance between loyalty
to the current corporate culture and
any behavioral changes that might be
required to realize the stated objectives

• Aspiring to achieve an agile and nimble

structure while also complying with
regulatory requirements

08
2. People &
Talent
To support the new organizational design,
Bank ABC created cross-functional teams
for the Customer Experience Design
stream. Those were established similar
to the ones Spotify is successfully using
for years, and are now responsible for
designing and optimizing new and legacy
processes within agile working tribes and
squads.

Fig. 3 – Agile teams organized in Squads and Tribes

Squads are multidisciplinary Tribes are groups of squads The strategic focus was on new and future
teams whose members work that work on related areas talent models to support the capabilities
toward a shared goal the bank needed, including exploring
partnerships and accessing external
talent. Talent was embedded within a test-
and-learn culture to promote innovation –
“think big, start small and act fast”. By
prioritizing the wider business outcomes
ahead of team/personal outcomes, the
bank adopted true enterprise leadership.

Instead of the product offering, the

Tribe Tribe focus is now on the bank’s interactions
according to the wishes expressed by the
customer. The new structure incorporated
a wide range of human touch points and
ensured a uniform experience across all
channels and platforms.

Immediate feedback suggested that

Tribe Tribe the established operating model
energizes leaders and enables teams to
own independent missions, increasing
communication, trust, knowledge and
Squad ultimately the organization’s ability to
deliver to its customers.

09
3. Governance &
Power
Together with the client, we shifted the
4. Data &
Systems
The client developed technology platforms • 15% capacity growth achieved with
leadership approach from “command and as a service for the entire organization. only 5% additional headcount after
control” to “guide and influence” so as to The development process was based adopting a more responsive operation
foster a decentralized decision-making on newly identified requirements and model (global technology company)
process spread across the organization. available budget to combine a high level of
• 180% improvement in net promoter
In order to ensure alignment with deci- system and tool flexibility with significant
scores for teams who adopted more
sion-makers and the right level of control investments in new key technologies.
responsive ways of working within the
for the senior leadership team, the bank It also added features able to interface
organization (global financial services
scheduled regular governance forums and openly with external parties and data
company)
meetings. providers along the customer journey.
This provided the analytical foundation • 50% reduction in defect/error rate
We defined an overall budget for the
to drive benefits and respond to needs reflecting an overall increase in the
customer experience team, which was
throughout the customer journey as software quality dashboard following
allocated to subteams in line with the
well as helping internal operations and a transformation to cross-functional
priorities defined in the strategy for the
functions become more flexible and agile. teams (global financial services
upcoming financial year. Through the plan-
From now on, the platform will enable the company)
ning phase, target improvements on KPIs
company to base its decisions on in-depth
like quantity of contacts, net promoter KPIs can be built around traditional
insights on both the customer and the
score metrics or churn rates were set at and/or customer-centric disciplines.
business.
the customer experience lead and sub- Both help to quantify and monitor the
team level. How large and how aggressive In line with the new strategy, having the results of a change in the CX operating
the target was correlated with amount of right CX operating model allowed Bank model. We highly recommend tracking a
budget allocated, and hence resources ABC to effectively manage and follow its good mixture of KPIs linked to different
and capabilities. Quarterly reviews strategy for 2020. It was hard to quantify disciplines within an organization to attain
were established to reevaluate whether the overall success for Bank ABC as no a holistic and transparent overview.
the allocations matched the strategic concrete KPIs were set up front. This is
imperatives for Bank ABC, and whether something we have seen with quite a few
the squads believed they could make the clients: they do not connect an overall
desired impact. change in culture and operating model
with concrete KPIs. Where changes have
been tracked against concrete KPIs,
however, the results clearly indicate the
benefits of a strong CX operating model.

10
Fig. 4 – Selected KPIs for CX measurement

Traditional disciplines
Discipline

Marketing Sales E-Commerce Customer service

Acquire more customers; Improve profit margins; Increase cross-selling/ Increase customer
Goal

Improve campaign response Grow revenue; Improve up-selling; Improve satisfaction; Lower customer
rates efficiency conversion service costs

• No. of responses by cam- • Number of new customers • Share of wallet • Voice of Customer scores
Exemplary
Metrics

paign • Amount of new revenue • Conversion • Average time-to-resolution

• Customer retention rate

Customer-centricity
Discipline

Customer social
CX
listening metrics

Create a unified view of the

Goal

customer; Customer Measure social engagement

retention; Improve revenue

• Customer satisfaction • Conversation value

Exemplary
Metrics

score • Reach
• Churn rate

11
Tenets CX Operating Model

Executive Summary
Based on our experience, there isn’t one right way to set up a CX
operating model when it comes to creating an effective customer
experience. Companies need to define their decision-making
processes in crucial design dimensions as done for Bank ABC.

Fig. 5 – CX Operating Model Design Framework Using our CX Operation Model design
framework, we have identified a set
of best practices and strategic tenets
that have been vital for the various
organizations we have worked with:

• It is not the entire organization that

needs to change, but the way the
organization coordinates its CX efforts
and collaboration across functions
1. Structures & 3. Governance &
Functions Power • An effective governance style relies
on clear incentives and enablement
supported by resources and budgets
paired with a transparent measurement
and reporting culture

Key Areas for CX • A strong people and talent strategy

Operating Model enables companies to build internal
capabilities, work in diverse, agile
teams and sustain a high retention
rate through continuous development
programs
2. People & 4. Data & • Digital organizations need clear
Talent Systems ownership for data management with
the right user enablement and clear
value-creation processes

All dimensions of the process are

interdependent. In other words, if one
of them lacks maturity, it will negatively
impact every other area and automatically
block initiatives in other fields. Companies
therefore need to select and implement a
CX operating model that fits their strategy
best. Without a doubt, this is a challenging
and complex task to accomplish.

12
Strategic tenets

Structures &
Functions
It is not the entire organization that while leadership is responsible for
needs to change, but the way the the company-wide CX strategy. This
includes the end-to-end coordination
organization coordinates its CX
of the customer journey as well as
efforts and collaboration across transparent reporting of project goals
functions. to senior management, the functional
Whether it is deliberate or not, almost responsibilities for each touchpoint and
all companies run initiatives in multiple the financials. By understanding what each
functional units with the clear goal initiative and project contributes to the
of providing an elevated customer overall customer journey, management
experience. However, in the actual can avoid duplicate work and waste of
interaction with the customer, it is resources.
important for all of those initiatives to Although the degree to which CX initiatives
fit together, representing and enabling a are coordinated and centralized depends
seamless experience across all online and on the organizational structure, our
offline touchpoints. experience has shown that companies
Most CX initiatives are developed in need top management buy-in and direct
separate cross-functional and project- reporting lines to one dedicated executive,
based teams. Although we generally ideally at C-level (e.g. CEO, CDO or CMO).
support this approach, reality shows that Otherwise, without a proper crackdown
management often has no transparency on the organization, chances are high that
about the ongoing operations or the legacy structures will suppress or ignore
outcome of CX initiatives, which can turn the efforts of CX teams that operate
these projects into silos. This results in across functional reporting lines.
misaligned activities, a waste of already
scarce resources and false prioritization.
We believe that a dedicated CX team
should coordinate individual initiatives,

“Customer experience
isn’t a department, it’s a
philosophy!”
Shep Hyken

13
Fig. 6 – Ways to plant CX into the organizational structure

Decentralized

Business departments work rather independently

IT on CX concepts/ initiaves and steer their technical
implementation (functional silos)

CEO

Hybrid CXO

A staff function is established to consult and coordinate

Coordination
of CX IT CX efforts across all functional business units but has no
activities predominant decision authority and responsibility for
technical implementation
CEO

Centralized
COC
CXO

Coordination
A dedicated organizational unit acts as CX CoC – it bundles
of CX
all CX activities, i.e. collects functional requirements from
activities IT business departments as SPOC and steers and performs
technical implementation end-to-end
CEO

14
 Governance &
Power
Building a network based on natural An effective governance style relies Rigorous and rapid reporting and
human interactions does not mean relying on clear incentives and enablement escalation structures are important to
purely on people to form networks and ensure sound decision-making when
supported by resources and
hoping they meet the needs of the organ- faced with obstacles or major decisions.
ization. Adaptable Organizations prioritize
budgets paired with a transparent We often see companies building their CX
design efforts on getting as close to the measurement and reporting culture initiatives on so-called speed boats that
customer as possible. Adaptable Organ- The C suite needs to make CX a company- management can prioritize as needed, but
ization design uses informal networks to wide initiative, equipping CX leaders with they will only achieve long-term success
assess how individuals and teams align to sufficient budget, dedicated resources if they get the balance right between
the stated customer missions. The new and the power to coordinate CX initiatives “freedom and flexibility” and “power and
network design must balance customer across the organization. Without a clear governance”. And yet, when challenges or
adaptability and scaled efficiency. Far commitment and joint understanding, the obstacles arise, management must take
too many organizations ignore informal organization itself is less likely to move care that those speed boats do not end
structures, the complexity of the work and and more likely to stick to old habits and up colliding or taking off without delivering
the environment. In the ongoing battle procedures. any benefit for the company.
between efficiency and flexibility, many
The key to success is a clear incentive That is why it is so essential for companies
organizations believe that they can only
scheme for teams and individuals based to establish a clear link between customer
have one or the other. Adaptable Organ-
on key CX metrics. This will secure experience and measurable business
izations manage efficiency and flexibility
middle management commitment to value.5 That said, we don’t believe that any
simultaneously through centralized and
cross-functional collaboration across the successful CX program should be based
decentralized teams. They also recognize
organization. Collaboration is especially solely on financial considerations without
that organization design is not static;
crucial between CX initiatives and the “line taking the customer into account. Equally,
teams can be shifted accordingly as the
organization”. As multiple entities within not every single initiative in a company’s
work or environment demands.
an organization pursue CX initiatives with CX project portfolio has to produce a
varying interests and goals, it is essential direct monetization effect; a positive
to align a comprehensive set of key impact on the customer experience may
performance indicators. Early and clearly suffice. In order to succeed, it is crucial
communicated performance milestones for companies to manage their strategic
are accelerators for CX adoption within an project portfolio with clearly defined
organization. business goals. This will ensure that
customer experience improves and with it
the bottom line.

5
“ Connecting Customer Experience with Business Value”, Customer Strategist Journal, 2014 15
People & Talent
A strong people and talent strategy centricity. In addition to customers, it talent with the required skillset and
enables companies to build internal is explicitly focused on the employees mindset. What today’s companies need is
responsible for delivering the actual a good mix of technical & analytical skills
capabilities, work in diverse and
customer experience. Companies must as well as business & communication
agile teams and achieve a high rely on a diverse set of capabilities and skills. And though it is unlikely to find this
retention rate through continuous broad-based experience to maximize the skillset in one and the same person –
development programs end-to-end experience of the consumer. often referred to as “purple people” –
a diverse group of employees working
Advocating for CX is not only about The challenge is to develop new internal
in a team can cover a wide range of
customer centricity but also about human capabilities and experience by attracting
capabilities.

Fig. 7 – CX profile with technology and business capabilities

Testing & validation Technology alignment

Defining, developing and implementing quality Understanding how technology can be
assurance practices and procedures for leveraged to solve business problems
technical solutions and validating hypotheses

SQL querying Macro-perspective

Querying and manipulating data to facilitate Understanding of the company´s business
the solving of more complex problems strategy, current business issues and priorities
and current industry trends

Data modelling Business knowledge

Structuring data to enable the analysis of Understanding of business measurement
information, both internal and external to of key performance indicators and
the business business frameworks

Purple People

Data analysis Business commentary

Valuating data using analytical and logical Articulation of insight to explain current and
reasoning for the discovery of insight, e.g. forecasted trends, their impact and
predictive modelling opportunities for the business

Reporting software Soft skills

Understanding of the underlying theory and Communication and interpersonal skills
application of key reporting software are necessary to articulate insight gained
from analysis

TECHNICAL & ANALYTICAL BUSINESS & COMMUNICATION

16
 “If we consistently
Today´s talent is not only working for exceed the expectations
financial benefits. They want to contribute
towards something bigger – a common
purpose. This is an important point for
companies to consider as they compete
of employees, they will
consistently exceed
for the scarce resources enabling CX in an
organization. A shared purpose defines
success through the eyes of customers

the expectations of our

and helps to benefit the overall customer
experience by acquiring, connecting and
motivating people. Although recruiting

customers."
external talent is important, companies
often overlook dormant talent potential
within their organizations. Companies
can side-step the war for talent outside
Shep Hyken
of their organizations by mobilizing
talent in house and save money in the
process. Experience shows that reskilling
an internal hire (such as teaching a math
learning remains crucial for both the In addition to the who we work with,
major to code) may take a time, but it can
acquisition and the development of the way we work is equally important.
be done for as little as one-sixth of the
talent. But how to approach learning Enlightened organizations work in small,
cost of hiring an external candidate. In
in an organization? Companies need to agile and customer-centric project teams
order to succeed, companies need to lay
integrate real-time and personalized made up of internal and external talent
the groundwork by actively managing and
learning into their CX operating model. with the right skillset and mindset. They
monitoring their employees’ skillsets while
With a growing number of learning make it easier to cope with a changing
introducing and communicating incentives
providers now offering video, text and business environment, because they
for employees willing to become part of a
program-based curricula in smaller, more remain flexible and offer different
more flexible workforce.
digestible formats, organizations have perspectives to every challenge. Our
Our Global Human Capital Trends 2019 an opportunity to craft approaches that research shows that ideas developed
report reveals that people now rate the allow their workers to learn whenever and by teams with three or more members
“opportunity to learn” among their top wherever they see fit. Additionally, modern have 156 percent greater appeal with
reasons for taking a job. Additionally, a learning approaches foster community customers than teams with one or two
recent World Economic Forum report among people who have learned or are key contributors. This goes along with
stated that more than half of all people learning with the same mission in mind. having a culture that is open to change,
in employment will require significant This helps the informal network in an but at the same time accepts failure as an
reskilling and upskilling in the next three organization nudge knowledge and ideas opportunity for learning and growth.
years. As a consequence, continuous forward.

17
Data & Systems
Digital organizations need clear At its core, the Deloitte data governance
ownership for data management approach is centered on governance
policies and principles, the governance
with the right user enablement and
organization and the enablement of
clear value-creation processes governance processes backed up by the
Today, it is no longer a secret that data right tech and tools. Appropriate decision-
is vital for long-term success. However, making authorities with strong rights,
raw data itself is of little use to an lean decision-making processes with clear
organization. It only starts to get really roles and responsibilities as well as the
interesting when organizations implement right incentives and access rights for data
the right data governance strategy and owners and users help to prepare and
put the right technological infrastructure provide the right data for each use case
in place to transform qualitative raw data in the organization. However, experience
into meaningful analytics-based insights. shows that many companies lack the right
Without reliable information and insights system architecture to unlock the dormant
about consumers and other stakeholders potential of their data. They need to start
in a company’s business environment, CX building scalable and flexible CX customer
cannot unleash its true potential. data platforms with efficient access rights
that can be leveraged across functional
Data governance defines standards silos to support the various data requests
and procedures for how a corporation along the customer journey.
generates, processes and leverages the
potential of data. It is a collaborative
discipline that aims to supply high quality
data and ensure sufficient access across

“We’ve spent the last 30

the organization. However, some of
the challenges facing organizations in
governance are as follows:

years focusing on the T

• Data silos across the organization
prevent the creation of a common data
layer

• Data owners are not sufficiently

incentivized to actively contribute their
data assets to the organization
in IT, and we’ll spend the
• Data quality is not sufficiently managed,
which prevents trustworthy application
next 30 years focusing on
the I."
of data

Peter Drucker

18
 Fig. 8 – Deloitte Data Governance Framework

Governance Policies &

Principles
Decision Rights
Guiding Principles

Governance
Organization
Bodies
Roles & Responsibilities
Governance Procedures

Governance
Processes
Communication
Tools & Technology
Governance Controls

Additionally, organizations need to start Although today’s technology enables

enriching their internal data by leveraging analytics at scale, user enablement is
the potential of external data sources key if you want to harness it effectively.
(e.g. weather data). The integration of Initiative leads need to think about who
third-party data can be used for a variety is actually using the platform and what
of use cases either on a strategic level or their individual requirements are. While
as event triggers for automated journey data scientists might place the focus on
personalization. They help evaluate the sophisticated analysis tools running on the
context of a customer on a larger and data platform and greater freedom, other
more complex scale, which is essential for user groups might require more guidance
delivering a personalized experience. Data and pre-built dashboards as a self-service
extensions from a reliable source may data solution.
come with a better price point and higher
quality than data generated internally.

19
Outlook:
Our approach to your CX maturity assessment

A company’s CX operating model is

just one ingredient in the secret sauce
To support our clients in the area of
Customer Experience, we have developed
The Why
designed to delight customers as well as a proven approach to assess the overall
an excellent starting point to discuss its CX maturity of an organization and work CX is not a self-fulfilling prophecy. CX
impact in the eyes of the customer. But together to prioritize the necessary leaders must ensure that the initiatives
that is only one part of the story. To drive initiatives. This is the first step towards will contribute to the overarching business
CX efforts holistically, the options for strat- gaining transparency about the current goals and are clearly linked to the brand
egy and action are significantly more com- level of maturity, which will help CX leaders strategy. The aim is to create measurable
plex: Successful and long-term oriented answer the four most important questions value for the company and its customers.
CX strategies make customer-centricity about advocating for customer experience Companies need to ensure that their CX
a company-wide interest that is firmly in their organization: strategy transforms the brand strategy
embedded in the organization’s DNA. into the right brand experience across
every touchpoint. In order to create a
compelling brand strategy, it can be useful
Fig. 9 – CX maturity assessment to incorporate neuroscience methods for
empirical conception and deep customer

1 2
The The understanding. This area of study in the

Why What
Deloitte Neuroscience Institute is one of
Deloitte’s strengths and combines exper-
tise from neuroscience, business science
and psychology with a wide set of data
Translating the right Identifying and prioritizing
and analytics insights. For further adjust-
strategy into one cohesive measures enabling a
ments, companies can link actionable KPIs
customer experience company to work towards
linked to strategic objectives and financial
across all units one shared CX goal
targets in a transparent way and then
measure the impact of CX.

3 4
The The

Who How
Defining, allocating and Providing the necessary
managing the right people technological backbone to
in the right way to enable a automate and bring CX
company’s CX strategy activies to life

Virtually every company is

working on CX initiatives today.
How mature is your organization?
20
The What
A strategy alone does not create value for optimize activities for the customer on an
customers. Companies need to do more ongoing basis. However, companies also
to develop the right CX measures. Identify- need to find a way to efficiently coordinate
ing relevant touchpoints and ranking them and align their portfolio of CX initiatives
according to the CX value they contribute with the organization’s objectives to avoid
will help prioritize and act on the right silos and, despite different customer
CX measures. Achieving transparency segments, ensure a consistent and fric-
through data will enable companies to tionless experience across all journeys.

Fig. 10 – The right management of CX measures

1. Identify 4. Back-up with data

Identify touchpoints which are Check if the data necessary for a
relevant for the people interacting superior experience is available and
with your organization. ready to use in the quality you need it.
If yes, connect the dots to use the data
for the experience of your customer. If
no, go back and derive relevant
measures to fix the problem.

2. Prioritize 5. Align with journey

Make a short list of the most import-
Test your touchpoint design. Does it
ant touchpoints. Ask yourself: what are Managing CX deliver the intended results? Is it
the moments that matter most? Measures aligned with your brand principles and
Where can we add the most value?
the broader context of the customer
Start with the most important
journey each touchpoint belongs to?
touchpoints.

3. Derive measures 6. Repeat

Do a gap analysis – what measures are Continuously measure and improve each
already in place to enable a single touchpoint. New technologies can be
touchpoint, what capabilities still need used and consumer demands are
to be developed or improved to satisfy changing rapidly. Never be satisfied with
or in some cases exceed expectations. the status quo. Strive for excellence at
your prioritized touchpoints.

21
The Who The How
Legacy organizations tend to suppress A company’s tech and data stack is the
customer-centric initiatives. That is why basis for insight gathering and automa-
customer experience must be discussed tion at scale. The selection of the right
at board level to develop the right CX technologies and tools is essential to oper-
operating model and define roles and ationalizing and automating CX efforts.
responsibilities to promote efforts across Companies can derive their requirements
organizational silos. Fostering cross-func- from the touchpoints that have been pri-
tional collaboration lays the foundation for oritized and communicated transparently
a seamless CX. This also requires defining in a detailed roadmap. This avoids bottle-
the right data governance models and necks when it comes to the implementa-
access and interface rights as well as the tion of enabling technology and facilitates
right allocation of responsibilities. How- resource planning. Transparency about
ever, without knowing which people and what CX assets are used (e.g. algorithms,
capabilities to leverage, every CX strategy applications, etc.) can help reduce duplica-
is doomed to failure. A clear understand- tion of efforts by encouraging the re-use
ing of the required skillsets can help make of code. When using tools and platforms,
decisions about whether to develop com- companies need to ensure that the right
petencies internally or through external processes and access points are in place
partners. to leverage generated insights in future
planning and decisions.

Our approach recognizes that CX is not

just about choosing the right CX operating
model, but rather a wide-spread initiative
extending from strategy to brand to tech-
nology. Since this sounds easier than it
is in reality, companies find it highly benefi-
cial to hear the perspective of an external
consultant with deep experience and
knowledge about what is required to put
their ideas into action. The global Deloitte
network offers experts and expertise
from a wide range of disciplines: strategy
development specialists, marketing and
brand pioneers, experienced change man-
agement consultants and data security
gurus. Deloitte can support companies in
their end-to-end CX transformation with
the right insights and capabilities.

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Contact

Andreas Harting Maren Hauptmann Constantin Steinpichler

Partner Partner Senior Manager
[email protected] [email protected] [email protected]

Marie Freesemann Moritz Rudolph Torben Lux

Manager Senior Consultant Consultant
[email protected] [email protected] [email protected]

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Issue 08/2019