Insightful Leaders

Centralized in-house insights teams can learn much from behavioral science and the art of understanding why customers behave the way they do. This unlocks tremendous growth opportunity because it helps other departments design the right customer experience strategy which in turn that drives higher satisfaction, retention and revenue growth.

In this episode we deep dive into strategies and solutions for managing the experience and customer insights transition from start-up to scale-up and beyond.

At RACQ, trust is a key competitive advantage. In this episode we cover how Insights Managers should actually go about defining and measuring two key metrics, trust and transparency, to deliver genuine customer-centric change and business results.

Design Thinking is the secret sauce for transforming your customer insights into innovative CX initiatives. Understand how the double diamond model works as it relates to insights to more confidently allocate limited budget and headcount resources for maximum impact.

In this episode we explore some solutions and strategies to build and maintain empathy for the customer journey when so many of these interactions have moved to digital platforms.

Welcome to Insightful Leaders. I’m your host Ryan Stuart and this is the show where I interview proven leaders in Customer Insights and CX who share their stories, strategies, and insights to drive meaningful change at your organization.

Curiosity is a 'craft' not a personality 'trait'. Insights teams can learn how to be more curious and apply that curiosity in everyday work to get serious results for their organization.

There's a clear relationship between culture and customer insights. The advantage of a centralized insights team is it helps infuse customer-centricity into the DNA of your organizational culture. This has positive downstream effects for customer experience and journey design - which ultimately always leads to the same thing, stronger revenue growth and customer retention over the long term.

How well do you know your customers? Too many large organizations are making CX investment decisions based solely on high level NPS/CSAT scores. The key here is to look deeper than high level CX metrics and consider what's driving customer behaviour. To use a casino analogy, you wouldn't gamble your life savings on a single number at the roulette wheel (sure you might win big and change your life, but statistically speaking you are certain to lose everything). Unfortunately this is exactly what organizations do every time they invest millions into an initiative or business project by only looking an NPS score.

You should always be maximizing the customer data already sitting in-house. Survey fatigue is real so there's no point sending a new NPS or CSAT survey if the answer to your business question is already available. Even a partial answer is enough to save headaches and inefficiencies. Next time an executive comes to you and asks, "can we survey X to learn about Y?", first scope out if this question can be answered by the customer data you already have in-house.