Last month, Amicus Digital sponsored the Customer-Centric Growth Summit across Melbourne and Sydney – hosted by Blackdot. The event was targeted at executives and on the emerging, critical capabilities that enable organisations to make substantial leaps in uplifting CX, achieving operational efficiency and driving sustainable growth outcomes.

At the heart of achieving these goals, Blackdot focused on the governance and change management organisations needed to understand, manage and execute to successfully deploy such a change in customer experience. During a great piece of audience interaction – where the room could text in their desired topic for the speakers to focus on – ‘Implementation of Customer Transformation’ was the most voted for topic at the Melbourne event.

So, what were the key learnings and takeouts from this topic in particular? The following are some of the key points we took away from the event:

Executive involvement in the process builds accountability and drives success

Particularly in larger organisations, the change process is often spearheaded by specific transformation and ICT teams. Blackdot spoke here about the need for business leaders to be involved in this process – to sponsor the change across their departments, act as a liaison between the operational teams and ensure they are across the objectives and the enablement required to install change.

Long-term change comes from emotional buy-in and a vision

A question raised by the audience during this session was what drives employees to ultimately embrace change in the long-term and adopt new processes and/or approaches. While incentives and KPI’s were useful tactical strategies, to bring about early adoption and demonstrate progress – ultimately, the employees needed to understand and buy-in to the long-term vision from an emotional perspective.

Factoring in employee experience along with customer experience

When introducing new processes and technologies to drive the customer experience and journey, it’s imperative to also factor in the employees’ user experience. What is the most efficient process for the team to undertake to deliver this experience? What role do they specifically play in customer touchpoints, and how do we enable the team to do that most effectively? These are critical to optimising the customer experience.

Limiting planning to 12 – 24 months in advance

Blackdot recommended planning no further than 12 – 24 months in advance when it comes to driving CX change – given the rate of emerging technologies and capabilities. The only way for organisations to keep up with the pace of change is to follow a structure that allows you to adapt and evolve and build for today/tomorrow.

Marketing Automation is not ‘set and forget.’

When it comes to capability, much of the event looked at marketing automation, and a clear theme across topics was the need to continually evolve and adapt automation. For example, with customer journeys – once deployed, these should be extensively A/B tested and optimised.

It was refreshing and profoundly insightful to see so much focus – not on the bells and whistles of the latest technology, which so many events focus on – but how to make these truly work for your organisation and as a result realise the value of your investment in the latest and most exciting platforms.