How organisations can drive transformation effectively
Over the past few years, there has been such change in how organisations communicate with their customers. But what’s driving organisations to shake up their customer experience (CX), what obstacles are standing in their way, and what are they doing to ensure that CX escapes the past, yet remains agile and competitive?
We wanted to know more about how organisations are future proofing CX. We teamed up with Davies and commissioned a research project with 360 senior CX and Digital Transformation managers at leading UK-based financial services businesses, NHS trusts and in local government. Read our findings in this eBook — revealing our research and invaluable insight from senior CX-related professionals.
The pace of change in customer experience innovation is quickening across all sectors we engaged with. It’s particularly rapid for large insurance organisations turning over £1bn+. Whilst Covid-19 has been the key change driver, other subsidiary drivers remain as we look towards a post-Covid era.
Standard organisational project drivers, like cost reduction and revenue enhancement, don’t appear to be primary drivers of CX change – at least in the opinion of CX experts.
CX is widely measured, but the data suggests organisations have much more CX-centric data within their organisations than they actually use to measure CX itself.
Channel proliferation has continued during Covid-19. More people have reasons to engage more often with providers (especially the NHS). Increasingly, they’re using channels of their choice to do so.
Our data suggests organisations are widely happy with this. They are exploring and developing their channel options to maintain customer engagement.
Inbound and outbound call volumes have both risen in the past 12 months. Omnichannel is an ambition for many (only 1% claimed to have absolutely no desire for it). Around a quarter of all respondents believe they are already omnichannel – up to 31% in finance and insurance. However, there are barriers to achieving it – the complexity of legacy systems that would need to be integrated / updated, and a general lack of expertise within the organisation.
Organisations can become so focused on designing exceptional CX to fulfil current customer needs, that long-term sustainability is hard to get to grips with. 62% of respondents stated that “CX is constantly changing so I need to be able to rapidly adapt to keep ahead of expectations”. It’s time for organisations to place greater emphasis on designing sustainable and future proof CX.
Digital transformation projects are widespread, and predominantly viewed – as successes. Our data suggests that many transformative projects in CX are driven by customer enhancement ambitions.
CX specifiers, builders, and internal end users seem to be remarkably well-aligned in terms of what features they believe are the most important in good robust CX design. Ultimately, they agree that the best design aligns seamlessly with business process, whilst still enabling full regulatory compliance.
To read all the findings in the eBook, please click below.
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To support their inclusivity and choice goals, Waverley wanted to provide several easy options for residents to contact the council. With limited resources and budget constraints, they needed a flexible solution that would allow for further development using existing internal resources.
Clinigen is a global, specialist pharmaceutical services and products platform. They needed a contact centre solution to consolidate the systems and unite the teams, enabling effective, seamless customer experience.
East Midlands Railway (EMR), is a train operating company with a vision to drive the East Midlands towards a brighter future. Their contact centre system was becoming outdated and close to the end of its licence. They wanted to access functionality to help the contact centre team to combat high call volumes and abandon rates, to smooth out customer journeys and improve the service that they provided.
