Building a holistic VoC program paired with a forming VoE program for an education contact provider. Overcoming initial resistance and fostering cross-functional collaboration to develop an initial insights engine that heavily leverages both programs.
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Challenges
'Not in my yard'
The company’s leadership envisioned a VoC program to enhance customer experience, but departmental leaders held varying perspectives, considering it suitable for project-based execution. Convincing these stakeholders of the program’s enterprise-wide potential was the initial challenge.
'My Precious'
A few of department heads liked the idea only within their own department and using their preferred methods.
Approach
Build understanding and align perspectives
Engaging Leadership and Stakeholders
Successful implementation required buy-in from not only the CEO but also department heads. I initiated strategic conversations, emphasizing that a comprehensive VoC program wouldn’t merely focus on individual touchpoints, but would weave together the customer journey. By showcasing how such insights could be invaluable for strategic decision-making, I started to gain traction.
These conversations were an even mix of success and failures so I doubled down and started a regular meeting with all of them every sprint to continue the conversations as a fuller grouop.
Mentoring and Educating
I adopted a mentorship role, personally guiding individual team leaders and collaborators through the purpose and mechanics of VoC programs. I elucidated the nuances of tools like Qualtrics, UserVoice, Salesforce, Excel, and Power BI, explaining how these tools could synergize to extract meaningful insights from data.
Eventually pulling this into the meeting series I set up for engagement allocating the last porting for leading hands-on workshops or brown bags. Slowly showing the ultimate empowerment of efficiently collect, analyze, and interpret customer sentiment, effort scores, and overall themes.
Unify efforts
Cross-Functional Collaboration
Collaboration became the cornerstone of this program’s success. I formed a lean oversight team mixing across HR, IT, and sales, representative of the company’s functional breadth. This cross-functional coalition oversaw the program’s implementation, ensuring diverse perspectives were incorporated.
By weaving together data streams from various listening posts, we created a comprehensive tapestry of customer insights, uncovering patterns, friction points, and opportunities.
Iterative Value Demonstration
In a climate where skepticism lingered, showcasing the tangible benefits of the VoC program was pivotal. I created a systematic approach to reporting insights, sharing not only customer sentiment but also correlations with employee experience, bridging the gap between external and internal perspectives.
With every report, we showcased how insights could inform strategies, refine processes, and drive customer-centric decisions. Especially when that data came from both inside ‘the house’ and from outside of it.
Outcome
Evolving Perception
Through continuous engagement and value-driven demonstration, the oversight team managed to alter the narrative around the VoC and VoE programs. Skepticism gradually transformed into enthusiasm as leaders realized the opportunity to provide real-time, holistic insights, transcending departmental boundaries. And support for the HR department growing a VoE program
Strategic Insights Engine
By centralizing data from diverse sources and integrating customer and employee perspectives, the VoC program evolved into a strategic insights engine. Its insights not only informed product development and service enhancement but also fostered a culture of customer-centricity across the organization.
Conclusion
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