DigiTech Magazine - US CIO2020 - Fall 2015 | Page 17

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YOUR WORKFORCE NEED TO BE ABLE TO REPLACE
MEETINGS THAT AGREE WHAT TO DO WITH
MEETINGS THAT DO.
- Shift the default from conference calls to at desk
video and desktop sharing with messaging with
solutions like zoom and wire
- Move from inbox rules to IFTTT recipes (ifttt.com)
- Shift from series editing and production to parallel
with multiple real-time editing of docs as standard
- Move from series agenda on conference calls to
multi-threaded meeting via crowdchat.net
- Introduce realtime poll s like pollev.com to gather
instant opinions from large groups
The IT function need tools to automate, dev and ops need
to be one team, they need rapid cycle times and a product
not project culture. This isn’t an IT transformation either
- working in departmental silos will kill it. It’s a whole
business unit or product transformation and you’ll need a
lot of buy-in from the business, procurement, finance and
HR to make it work.
2. DIGITAL CUSTOMER ENGAGEMENT – This is

the most common thing people refer to when

they think about digital strategy. Channel shift,
multi-channel, Omni channel, customer journey mapping
and the plethora of new opportunities to engage with your
customer in a way that is really tailored and meaningful for
them. The ability to measure success in real time through
data and analytics and the ability to rapidly iterate digital
touchpoints to continuously improve them. This gets a high
focus because of its very direct link to increased revenue,
margin and revenue protection and the high profile of
success or failure in this area. Many CIO’s find this area
is owned by Shadow IT until its too late and they are
constantly taking on the thankless task of ‘industrializing
‘great’ solutions that are live prototypes driving revenue
and supporting customers. Its important to build a strong
relationship with the CMarketingO and the CSalesO to
succeed here and the strategy needs to be realistic. This
isn’t an area you commit to short term. It will consume
everything you throw at it, there are no projects and the
products are never finished.
Over the past year North Highland has spent
a lot of time in the UK, US and France talking
to professionals working in both strategic and
operational CX positions for some very well-known
brands. These self-named “CX Passionistas” are all
working towards the same goal: Mastering CX within
their organization. During our discussions, we talked
at length about what each company was focussing on
in order to really nail CX. Overall, there were 5 big CX
areas that people were spending a lot of time, effort
and resources on. Nobody was doing all 5 at the
same time, but instead focussing on the one or two
areas that were right for them given their priorities.
For example:
Some were carrying out rapid CX design and
implementation in order to find and repair
broken parts of their Customers’ journeys that
were resulting in churn (e.g. receiving a delivery,
or completing a purchase, or getting help);
Some, who were already well into the
implementation of their CX roadmaps were
looking at embedding CX skills, best practices
and culture through enterprise-wide training and
anti-siloed organizational structure;
Others were taking a look into the future of their
market, business and customers in order to
figure out what their next “big strategic play”
would be that would set them apart from their
competition.
Check out the next page to see what it looked like
when we combined all the amazing things each
organization was doing.
CIO Magazine Fall 2015 Issue
17