Approach

Types of Projects

The types of projects we work on fall into four categories, and we have a range of methods and pilots to serve each of them:

  • Checklist projects are the most basic: you’ve already framed the challenge, defined success, explored possible solutions, and chose the best one. But you can’t—or don’t want to—do it yourself, so you hire us. Examples:
    • Analyze and accelerate your current CX strategy
    • CX baseline surveys
    • Competitive assessments
    • CX maturity assessments
    • Training for leadership and/or employees
    • Internal communications plan
    • Facilitating journey mapping exercises

     

  • Question projects are seeking resolution: you’ve explored possible solutions to a well-framed challenge and defined success, but you need experienced help choosing among the available options. Examples:
    • Prioritizing pilot projects
    • Determining CX roles/responsibilities/accountability
    • Aligning client experience to your brand
    • Choosing the right content platform
    • CX skills/capabilities assessments
    • Team design
    • Primary/secondary research
    • VOC/client listening programs
    • Ideal client experience definition
    • Transformation/roadmap creation

     

  • Challenge projects are more open-ended: you have framed the challenge and defined success, but you don’t really understand what the possible solutions are. Examples:
    • Developing operations/execution plans
    • Re-segmenting your audiences
    • Re-defining your client ‘win-keep-develop-drop’ segmentation
    • Re-engineering team structures/process/workflow
    • Embedding CX into your culture
    • Entering new client markets

     

  • Strategy projects are the most complex: you may have framed your client experience challenges but aren’t sure what to do next. Examples:
    • Business case for CX transformation
    • CX transformation strategy
    • Comprehensive, interdepartmental CX roadmap
    • Aligning CX to existing corporate objectives
    • CX charter
    • CX-based content marketing strategy/editorial calendar
    • CX program management
    • Executive management coaching on CX
    • Organizational structure, governance alignment
    • Process redesign
    • Training development and delivery
    • Role redesign/HR alignment
    • Platform/technology specs/reqs/implementation
    • Client metric/KPI definition
    • CX metrics collection and reporting
    • Ongoing CX program management and support

Guiding Principles

  • Clients ≠ customers. We focus on client experience at professional service companies because we believe “clients” are a very special case in customer experience. We help companies build the fundamental skills of designing, developing, and managing great client experiences.

 

  • Focus on the company first. We start every engagement by clearly understanding and framing what our client wants to accomplish. Only then do we begin the research and discovery to learn about the needs and wants of their clients. Many companies do this backwards.

 

  • Manage risk through modularity. We organize all our work in modular pilots: everything from short training sessions to long-term strategic projects. This fully customizable modularity makes it easier for us to test and improve our work, and it minimizes risk for everyone.

 

  • Commit to transparency. We openly share our methods with clients to help them become self-sufficient in this essential work. There is no “black box” magic, just plain-spoken added value.

 

  • Measure value. To assess and improve our results, we take care to measure the meaningful dimensions of our work. We bring this same discipline to our clients and help them measure the value they create for themselves and for their clients.

 

  • Content matters. The content a company produces is an essential—even primary—interface, especially for buyers of professional services. We help companies shape the buyer experience through the design and production of top-shelf content, using infrastructure.

 

  • Integrate & activate. There is a lot of hard work between verbally committing to CX and a fully realized client experience program. To get that work done, we integrate with our clients’ workflow and activate CX initiatives from within, moving through a continuously refined and repeatable process. So we’re always working alongside our clients, even when we’re not on site.

 

  • Culture can change. Company culture is a famously powerful force, but we can deliberately change and improve it. Culture change management is not always an essential part of client experience initiatives, but it’s important to recognize when culture can play an important role.

 

  • Demonstrate technology independence. We are rigorously independent about which technologies and platforms are appropriate. We can work with almost anything, and we always share our knowledge when we learn about new and better tools to use.