KL: One thing I’ve talked to others over and over is taking the experience away from a functional responsibility. Experience is all our work. Everyone has a role in it.
MM: Something that I really impressed with the experience team last year is that your job is not to rethink all experiences, your job is to foster a culture that thinks about experience in all things that ‘they do. And when you discern that difference, it takes some pressure off the experience team. Depending on where the organizations are in their journey, your job is to start promoting that idea of culture, that connectedness to the brand, so that when people do things at scale, they start to embed that practice. Always facilitating business relationships with us is paramount to getting the organization as a whole to embrace CX transformation and help identify areas we can touch and have an impact.
NR: There’s always the need to market the importance of the work we do – for us to say the experience weighs heavily on whether someone comes back or not. If it’s a good brand experience, it’s a huge differentiator in your market, and it’s really important to invest in that. It could be a game-changer, especially as we enter this hybrid competitive landscape. There are a lot of unknowns coming out of COVID-19. There are a lot of new non-traditional entrants into healthcare, so experience could be the difference in the future. Whereas 5 or 10 years ago marketing was just a little qualitative awareness – a few billboards, TV, radio and everyone was happy – those days are over and never to come again. not. Now it’s about delighting moments, brand experience, great quality and quantity marketing, and all working together. It’s up to us, as CMOs and leaders in our disciplines, to show that there’s a causal relationship between great brands, great marketing, great experience, and great growth — and to prove it.