Today, let’s embark on a journey of CX transformation and how it fosters a human-centric culture. It’s a topic close to my heart, having spent nearly 25 years in this field. Reflecting on this journey, my dream has always been to help organizations treat people well. And by people, I mean both customers and employees. How can we create a more human-centric organization without making it a complex, drawn-out process? This question has driven my career and continues to inspire me every day.
The Genesis of a Dream
When I first started in this field, I had a strong sense that I wanted to do something with the human element in organizations. However, I didn’t have a clear roadmap on how to achieve this. My journey of discovering CX transformation was not just about understanding the technical aspects but also about connecting the dots to build a human-centric culture. For me, CX transformation is not just about mapping journeys and measuring touchpoints. It’s about connecting all elements to build genuine human-centricity.
Back in 2006, I published my first article on complaints management. Even then, I saw complaints as a means to an end, and that end was creating a human-centric organization. I developed a table comparing product-centric, customer-centric, and human-centric companies. This table, which you can find linked in the notes, outlines different criteria such as vision, steering, and employee engagement. The essence of human-centricity is organizing around three pillars: employees, customers, and purpose. The goal is to bring these back into the heart of the organization.
Connecting the Dots: CX and Human-Centricity
For me, there’s a distinct difference between doing CX and doing CX transformation. CX involves mapping a journey or measuring a touchpoint, while CX transformation ensures all elements are connected to build human-centricity. This approach isn’t just about lengthy discussions on what human-centricity means. It’s about making it concrete, measurable, and actionable.
During my PhD, I developed a driver analysis technique to translate the human experience into hard, steerable information. Using smart statistics and long surveys, we proved that the human aspect is the biggest lever for business impact, financial results, higher NPS, and higher satisfaction. This approach has been applied across various organizations and cultures, from Tokyo to Montreal, in both B2B and B2C contexts. Almost every time, the human aspect emerged as the number one driver.
This hard data allows us to say to boards of directors, “Enhancing the sense of personal attention will increase business impact five times faster than other improvements.” This proof transforms gut feelings into actionable strategies, making human-centricity concrete and measurable.
From Insights to Execution: The Tiny Habits Approach
One of the key elements in transitioning from insights to execution is focusing on tiny habits. Inspired by books like Alive at Work by Dan Cable and Atomic Habits by James Clear, we integrate small, impactful changes into daily routines. For example, a call center employee might think for two seconds before answering a call, “How can I give this customer more personal attention?” This approach makes the abstract concept of human-centricity tangible and actionable.
The process is playful and energetic, involving themed campaigns that encourage employees to volunteer and participate. Whether we create custom light angels or firestarters, the theme adds a sense of fun and engagement, which is crucial for successful transformation.
Leadership, Steering, and Digital Integration
Successful CX transformation requires parallel efforts in several areas:
- Leadership: Are leaders focused solely on operations, or do they emphasize customer and employee impact? Leadership development programs should integrate purpose, customer focus, and employee engagement. Leaders need practical, tangible actions to support human-centricity.
- Balanced KPIs: Ensure a balanced set of KPIs that reflect the importance of financial, customer, and employee metrics. This balance speaks the language of the organization while highlighting the human aspect.
- Digital Transformation: CX and digital transformation can complement each other beautifully. Digital solutions should enhance the human experience, personalizing interactions and resonating with customers on a human level.
- Employee Experience: Employee journeys, from recruitment to onboarding and beyond, should be designed to emphasize purpose and customer focus. This alignment ensures that employees feel connected to the organization’s mission and values.
Measuring Human-Centricity: The Culture Survey
To gauge the current state of human-centricity, we use a culture survey with 45 statements covering purpose, customer focus, and employee engagement. This comprehensive survey provides a baseline, and through driver analysis, we identify the most impactful elements. This approach translates abstract concepts into clear, actionable insights that leaders can use to drive engagement and improve experiences.
After the initial survey, we refine the focus to the top 10-15 statements and measure them twice a year. This continuous measurement ensures we stay on track and make progress towards our human-centric goals.
A Personal Journey and a Collective Effort
Reflecting on my 25 years in CX, I realize that this journey towards human-centricity has been deeply personal. The difference between CX and CX transformation lies in the comprehensive approach that covers all elements, from insights to execution, leadership, digital integration, and employee experience. It’s a holistic strategy that builds a more human-centric culture over time.
This transformation is not an overnight process. It takes at least two years to see significant change, but results start appearing within a few months. By focusing on tangible, measurable actions and continuously proving the business value of human-centricity, we can gradually shift organizational culture.
In conclusion, discovering CX transformation to foster human-centricity is about making the soft dream tangible and actionable. It’s about speaking the language of the organization, proving the impact, and building a context where both employees and customers feel valued and happy. This journey is challenging but immensely rewarding, and it’s one that I am passionate about sharing and continuing.
If you have any questions or want to dive deeper into any aspect of this journey, feel free to reach out. Let’s continue this conversation and work together towards creating more human-centric organizations.
