B2BiQ

Suzy Nixon joins us and shares what her role is really all about, "the idea is really to help people realize that they bring a lot of their own experiences and assumptions and bias to any customer experience and their understanding of that. The idea is to help people realize that by utilizing things like human-centered design and getting new research and new insights, to think differently about how they can solve the problems, they will come up with some new ideas that are better for the customers."

From Akzo Nobel, Rob Bradford joins us and shares that "we wanted to create cross-functional centers. So we said we're not going to functionally align so we're not going to have an HR shared service center and a finance shared service center. We're going to be end to end. And so with that comes a whole lot of other requests and accountabilities. So you've got to make sure that the functional leads in the company understand that and that they can share accountability across these end-to-ends." And once the enterprise was set, it was set for success.

On better customer experience through refining process and removing waste, @DavidGruber, "there's a tremendous focus on how to get cost out of the system. One of those costs are these negative processing, or the irritants that members are actually experiencing- if you have to call customer care six times to get some issue resolved- that is actually waste within the system. That waste is actually translating into higher costs for members. How do you now actually get that cost out of the system? That's through better customer experience and understanding what members are wanting."

Naked Wines' @LauraEvans on the organization's take on process excellence and how she fits, "my role was doing financial planning and analysis. So that means being involved in budgeting, forecasting, measuring the performance, and Help setting the strategy. So it was a really nice way to end up getting into the nitty-gritty of how a business actually works as opposed to viewing it from the outside."

New York Life's @DavidCastellani SVP & Business Information Officer joins us and chimes in on timeline applications: "I don't think you're ever happy to start with. You constantly have got to be feeding the beast of change in order to be faster. I mean, think about why ... People always want agility. They say they want speed, but what holds them back? Well, it's the mountain of legacy that was built 40, 30, 25 years ago that actually represents the core. That's the massive speed bump. That's the glue that holds the organizations from moving quicker and faster. Asset reduction is key to this conversation. Without it, you're going to continue to be slow."

On treating the partner selection like the make or break decision that it is, Moh Al Ghadban, "we partnered with our internal teams to actually have a framework, have the criteria about our partner selection. Because for us selecting a partner is going through a journey. You have a vision of where you want to go with this partner- actually finding the partner that fits to go through this journey with you."

On how CX works at John Lewis, @CatDunkley explains she's on "a very small team within John Lewis called Customer Experience and Insight. Specifically in the design side of that. As a whole team, we are the guardians of the customer experience for the whole of John Lewis. John Lewis in shops, online, over the phone, however you interact with us. In the design function we're there specifically to set the overarching ambition for what we want the customer experience to be and to help translate that for all of our individual business units. And critically to make sure it joins up across all of those individual units."

On "modernizing all of our customer service operations in stations particularly, looking at our train service, looking at maintenance, looking at a lot of our employment practices, looking at centralizing some of our facilities, looking at how technology applies to all of that," Simon Williams

On realizing the respective strengths and weaknesses of carbon-based and digital colleagues Maria Salvatore "So actually having worked with humans doing the same thing again and again in 20 different flavors and occasionally making some big mistakes, we think like, you know what? Maybe the machine is a way more reliable in certain respects."