Most organizations have woken up to the fact that the quality of their customers’ experience is a primary driver of organic growth. In fact, it’s hard to find an organization today that isn’t doing some sort work on the customer experience. Unfortunately, despite the importance of these initiatives, most of them will fail to produce any competitively relevant benefits. Why is that?
If you take a step back, the majority of customer experience initiatives roughly follow this sequence of steps:
- Assess the current experience
- Conduct customer research to identify unmet needs (optional),
- Describe the intended customer experience
- Design operating model changes required to deliver that experience
- Implement those operating model changes
Although it seems like a logical enough plan of action, our experience has shown that this sequence of steps is also totally naive!
It may be stating the obvious but… the experience customers have with your organization is the product of highly complex organizational behavior. This organizational behavior emerges from the individual behaviors of executive leaders, middle managers, and front-line employees. We’ve observed that most customer experience initiatives significantly underestimate the difficulty of actually shifting this organizational behavior. This is due largely to the fact that organizational behavior emerges from a complex web of individual behaviors that are influenced by the character, priorities, histories, and assumptions of those individuals.
Whether you like it or not, your organization is predisposed to deliver the experience your customers’ are having today. We call this the “default experience.” This default experience is the result of deeply entrenched beliefs, values, and unwritten rules that drive the real behavior of your organization.
In every organization we’ve talked to and worked with, there are many unwritten rules that are inconsistent with delivering the experience those organizations would really like their customers to have. These unwritten rules are unique to each organization, driven by extensive legacy effects, and reinforced by the existing employee experience. Many of these unwritten rules typically center around things like: what it takes to be successful in the organization; the importance of financial vs. non-financial metrics; the importance of internal vs. external stakeholders (e.g., my boss vs. the customer); the importance of acquiring new customers vs. caring for existing customers; the ability to admit mistakes; the ease of cross-functional collaboration, etc…
After working with dozens of organizations, the central lesson we’ve learned is:
Any effort to change the customers’ experience must first decode how the existing organizational system creates the existing, “default” experience.
Understanding how the organizational system creates the existing experience involves:
- Surfacing the motivators (what’s important?), enablers (who’s important?), triggers (how do people get what they want?), and the resulting unwritten rules within each relevant pocket of the organization
- Determining how those unwritten rules are either consistent or inconsistent with the desired customer experience
- Understanding how the current employee experiences reinforces these unwritten rules, particularly the unwritten rules inconsistent with the desired experience
- Designing specific employee experience interventions that deliberately address unwritten rules that are barriers to the desired customer experience
There are very significant implications of this lesson. For example, many organizations do wonderfully creative work to identify what’s important to their customers and develop a compelling vision or design for a better experience… that are fundamentally out of character with what the organization is capable of delivering.
For example, we worked with a leading business-to-business services organization that had the vision to create “the most collaborative client experience.” Unfortunately, the organization’s DNA made it exceptionally difficult for them to even collaborate with each other… much less collaborate effectively with their clients.
Over the past several years, we have collaborated with Dr. Peter Scott-Morgan on the development of a rigorous approach to understanding and shifting organizational behavior behind the customer experience. Dr. Scott-Morgan is the authority on understanding the unwritten rules of organizations and is the founder of the emerging field of Cryptonomics, which studies the emergent behavior of complex organizational systems.
If you are interested in more information feel free to check out our “Getting the Employee Experience Right“podcast interview with with Dr. Peter Scott-Morgan.