Navigating the currents of transformation: Vicky’s journey

• Establishing a network of allies: She connected with numerous key individuals across the organization who recognized the strategic importance of a customer-centric approach. These individuals, representing various business functions and regions, came together into a small steering group dedicated to building a case for this viewpoint and fostering a shared understanding that it wasn’t necessary for the focus to be an either or.
• Developing a strategic charter: This group collaboratively developed a charter that articulated their vision and impacts to be gained by elevating the customer to a level of importance comparable to learners. The vision clearly defined the involved parties, primary and secondary objectives, key performance indicators, project timelines, and the wider network of colleagues whose expertise would be essential to the initiative. The initial strategy involved a phased implementation, commencing with targeted pilot markets.
• Implementing a pilot program in a key market: Prior to securing widespread organizational endorsement, Vicky and her team successfully piloted a more customer-focused approaches within a specific market, as part of sale excellence goals. This pilot encompassed several key activities:
  • Assessing existing capabilities: Evaluating the current skill levels of the sales teams against the evolving demands of the transformed business.
  • Implementing capability enhancement programs: Delivering comprehensive training programs designed to reframe the team’s understanding of customer-facing roles and the critical importance of exceptional experiences. This included practical exercises such as journey mapping, to identify and overcome customer pain points and also to and reimagine overall service and solution provision.
  • Gathering customer feedback: Implementing targeted surveys with insight driven questions aimed at a specific segment of customers to gain valuable and actionable insights.
  • Addressing operational inefficiencies: Leveraging new insights to streamline decision-making processes and optimize the existing product portfolio,
  • Undertaking commercial analysis: Examining the product range to identify opportunities for significant cost reductions, thereby strengthening the business case for their approach.

The clear success in this pilot market, demonstrated by notable efficiencies to be gained, along with additional capacity and increased revenue. Importantly it also provided validation of the value of this customer-centric approach. The strong existing relationships with educators and partners in this market, who were already aligned with a focus on both the customer and the learner, were key to the positive results. Building on these learnings and successes, a clear action plan was then created.

• In line with her strong belief in an learning and iterating from an experimentation mindset, Vicky shared several important lessons learned from this experience, providing helpful advice for other Commercial Leaders and CX professionals:
  • Understand the prevailing priorities: Recognize the existing strategic direction and tailor your approach to complement, rather than contradict, it.
  • Speak the language of your stakeholders: Craft your value proposition from the perspective of those you are trying to influence, and what it critically important to them both rationally and emotionally. Understand what is close to their hearts as well as share prices.
  • Don’t underestimate the “why”: Be prepared to answer the fundamental “why” questions from stakeholders: In this instance Why Change?
  • The power of validation: Starting small and demonstrating tangible results, as they did in their pilot market, can build credibility and support for broader initiatives.
  • The importance of stakeholder engagement: Actively seek to understand your stakeholders’ goals and align your efforts with them. Map your ecosystem, understand what matters to each player in order to shift mindsets to full commitment and approval.
  • Conduct a “pre-mortem”: Before launching an initiative, proactively consider what could go possibly wrong and address potential objections in advance.
  • Step back and gain perspective: Regularly take a broader view of the CX landscape, innovations that are driving transformation and impact and seek diverse opinions, even from those outside your immediate field.
  • Focus on delivering great experiences: Make the case for measurable impact and outcomes. Frame your goals around creating innovative, seamless high-value experiences for customers and partners.
  • Embrace continuous learning: Stay curious, test your assumptions, and validate your approaches using diverse perspectives.

Vicky Hampson’s journey illustrates the complexities of championing a customer-centric approach within a large organization undergoing significant transformation. Her experience underscores the importance of understanding stakeholder motivations, crafting compelling value propositions, and strategically leveraging pilot programs and data-informed insights. While organization-wide adoption was not immediately achieved, the valuable lessons gained played a crucial role in shaping her leadership philosophy and approach to organizational transformation and change. Her story serves as a reminder for CX professionals to be exceptional casec makers, dedicated advocates and strategic thinkers in their pursuit of delivering exceptional innovative customer and partner experiences.