Creating an enterprise-wide engine to deliver customer experience
Bradley Moore, Director of Customer Experience at Manitoba Public Insurance, shares how journeys are the key to a smooth-running enterprise engine where business decisions are directly informed by the customer voice.
It can be really hard to have conversations that move the needle on customer experience unless you have full confidence in your data. Bradley Moore, Director of Customer Experience at Manitoba Public Insurance, a company delivering auto insurance, driver’s licensing, and registration to the province of Manitoba in Canada, shares how journeys are the key to a smooth-running enterprise engine where business decisions are directly informed by the customer voice.
Fueling the voice of the customer
Bradley acknowledges that one of the main hurdles associated with delivering excellent customer experience has to do with advocacy for the customer internally. He says, “What’s needed there ultimately is data that is trusted, valid, and precise. Our goal on the customer experience side is to be able to say: who is affected, where in their experience with our organization, to what degree, and to what effect. If we’re able to bring that to the table and trace it back to a trusted data source or the voice of our customers, that’s what gets action”.
Getting the engine started
According to Bradley, customer journey insights are the prerequisite data and findings that inform business action, and essentially the “initial step of the engine of our organization to deliver to the customer”. He explains how they use TheyDo to go from the journey mapping exercises to insights and determine the opportunities for improvement – how they are measured, and what they trace back to. “And that ultimately helps inform business process improvements, initiatives around enterprise architecture, IT, digital transformation, automation, and even further training or operational readiness, as well. So essentially, we come in with these journey map findings and that then helps to inform prioritization, backlogging and solutioning”.
Finding the greatest potential for customer impact
With TheyDo, Bradley and his team can identify a comprehensive set of opportunities to improve customer experience and confidently develop their roadmap and backlogs based on the items that have the greatest potential for customer impact. “Where the journey framework gets us is that ability to identify and address root cause opportunities – trace it back to data and have a trusted and comprehensive set of findings”.
Bradley shares a pyramid they developed called the Customer Experience Impact Pyramid. “At the top of the pyramid are the lower impact items that we can do to improve the customer experience. And they also tend to have a higher burden on the individual. So for example, that is low communication, like someone on the frontlines identifying a customer experience issue and mitigating it themselves. Where we move to higher levels of impact is addressing root cause opportunities and ultimately changing the context – really reshaping how we’re doing things to prevent pain points or bad customer experiences from arising”.
A win-win for both business and customer experience
Improving customer experience this way really elevates the impact and reduces individual burden. As Bradley puts it, “It’s an enterprise-wide engine that’s operating, and as a result of that it has led to higher employee wellbeing, reduced burden and accountability on individuals, greater identification of opportunities for customer experience improvement, and a greater customer experience impact. It’s helping to inform decisions regarding the future state in which we wouldn’t be able to have that insight otherwise”.
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