If you’re thinking about improving your organization’s customer experience next year (and why wouldn’t you be?!?), then I hope you are also thinking about some changes in your organization’s culture. As I’ve said many, many times, your customer experience is a reflection of your culture and operating processes. It’s your culture that will sustain any improvements that you make in customer experience.
As I’m sure you know, culture change isn’t easy. People are naturally averse to change. As John Kenneth Galbraith so aptly stated, “Faced with the choice between changing one’s mind and proving that there is no need to do so, almost everyone gets busy on the proof.”
Any chance of a successful, purposeful change in your culture needs to focus on the thoughts, beliefs, and actions of individual employees. That’s the foundation of a concept that Temkin Group introduced called Employee-Engaging Transformation (EET). EET is based on five practices: Vision Translation, Persistent Leadership, Middle Management Activation, Grassroots Mobilization, and Captivating Communications.
EET is different than typical top-down, autocratic attempts at culture change. Those efforts either just don’t work, or they create unintended negative elements in the culture.
Here’s an assessment that you can use to gauge your effectiveness at applying EET.
For more information, check out all of our rich content on culture change, starting with these two reports:
- Introducing Employee-Engaging Transformation: Five Practices for Creating Sustainable Change Across Large Organizations
- Creating and Sustaining a Customer-Centric Culture: Five Case Studies in Employee-Engaging Transformation
The bottom line: Culture change is a necessary ingredient of CX transformation.