In a world that is moving faster and faster and where it seems like we have less and less time to think, there is better way to approach problems, particularly when it comes to those associated with improving and developing the customer’s experience.
Doing so will allow organisations to develop an increased ability to deliver better and more sustainable growth, higher RoI and better outcomes for them and their customers.
Back in September, I wrote an article called ‘Habituation And The Risk To Customer Experience’. In it I suggested that habituation, the process of transforming the learning of new things into habits, is something that we naturally go through but is also something that, in an organisational context, could pose a risk to the ongoing improvement and development of things like customer experience.
The reason being is that once we develop a habit or a way of doing things, it can ‘stop us from noticing and then fixing the ‘invisible’ problems that are around us’.
This phenomenon is real and is holding many organisations back in their efforts to improve their customer experience.
The reason that I say this is that, over the course of the last few months, I’ve been having a series of conversations with a number of large organisations that are looking to improve their service and customer experience, many of whom are facing the same sort of issues. However, the interesting thing that has emerged from these conversations is how similarly many of them behave when they become aware of a problem or when they recognize that their service or experience is experiencing a problem. These problems tend to manifest themselves through things like a fall in revenues, rising costs, an increase in customer churn or a decrease in their NPS or CSAT scores.
What I have observed is that once an organisation recognizes that it has a problem many of them jump into ‘fix’ mode and quickly move towards buying new tools, technology, processes or systems etc etc in order to fix the problem.That’s fair enough, you may say.