I’ve found that bold leaders are drawn to organizations under some kind of negative or positive stress. Jodi Prohofsky was drawn to a company grappling with both, simultaneously. Jodi’s team, responsible for billions in provider and supplier contracts, is part of a massive effort at WalMart to make healthcare more accessible and affordable. Imagine: the massive machinery of big box retail, the shifting sands of the health care market space, and millions upon millions of us who need better and more affordable options for health care. The negative stress of turning a big ship. The positive stress of new opportunity. […]
The odds are not in his favor.
Dr. David Carmouche has spent his entire career trying to provide world class healthcare for a state with some pretty sick people. […]
Every day I work with bold leaders to align the decisions they make and what they do every day to what customers value. Because of this I’m forced to ask this one question at least once a day: “Is your customer experience costing or making you money?” Most don’t know. […]
Like the old cliché “If you don’t know where you are going, how will you know if you get there?” there is a benefit for everyone in your organization to have a clear, unclouded vision of the point on the horizon to which you are aiming. In the cliché the risk is overshooting the target. In business the risk is that individuals, functions or even your whole company could be unwittingly marching away from the outcomes that would yield the best performance for your company.
A recent inc.com article, which challenged businesses to determine if their offering is a vitamin or a painkiller, caught my attention. In short:
Your product is a vitamin if your product creates a stronger future state over time, and
Your product is a pain killer if your product solves a specific hurt.
You’re doing the right things. You’ve chosen your target customers wisely and found a set of needs you can solve for them better than anyone else can. People and teams across your organization are doing their best to make daily decisions that meet or exceed the requirements your customers value most. And you’re constantly re-evaluating and stopping processes that aren’t matching your target experience. […]
Aveus Partner, Linda Ireland, recently became a contributing author at Forbes.com with her first post, Do Republicans and Democrats have a customer experience problem? A timely post on Forbes. […]
The reality is that in any organization, three weeks before the end of some quarter, some line or another in your projected financial results will be off. Some executive (it might even be you) is going to stand up and declare that before the end of the quarter, this (whatever this is), needs to happen. To get there you will offer a special deal, or you’ll have to cut discretionary spending in a certain area, or maybe even across the board. […]
One afternoon in the spring of 2010, a colleague and I ducked into a fruit smoothie place in Manhattan. We had just finished a meeting and were halfway back to our hotel, put off by record breaking 95 degree heat and humidity on an afternoon in April. I settled in, opened my email and found a note from Aimee Lucas.
This is by no means meant as a panacea. If only it were so easy to create change by implementing just five simple tips –voila! Our work here would be done. That certainly isn’t the case. But it’s Friday. In honor of the end of the week, let’s take a breather from things more complex and talk about five simple things you can do today that will improve your business through your customer experience.
Last week I shared the first part of my Q&A with Ingrid Lindberg, CIGNA’s Customer Experience Officer.
Today I’m sharing the final half of our conversation.
How do you quantify the impact of customer experience projects and programs at CIGNA? […]