• Ensuring a consistently positive experience with omnichannel CX strategies
• Streamlining multiple silos and touchpoints to craft a seamless customer experience
• Leveraging digital innovation while maintaining the human element
• Understanding the value of blending customer, employee and brand experience

CASE STUDY: Driving exceptional customer experience through happy staff
• How a focus on staff experience impacts patient and family experience
• Strategies for minimising burnout, stress and desensitisation in staff
• Partnering with consumers to drive change in designing new models of care

PANEL DISCUSSION: Where should CX fit within the organisation?
• What is the ideal organisational positioning for CX:
o Marketing?
o Digital?
o Operations?
o Brand?
o Customer Service?
• How do we overcome silo thinking within the organisation to ensure CX success?
• What is driving the apparent move of CX into operations?
• What is the best positioning for CX to be able to effect meaningful change?

• Delivering sustainable CX through investment in EX
• Building employee advocacy through listening, learning and responding to employee feedback
• Taking care of your people so they can take care of your customers

CASE STUDY: Commercial and strategic thinking for Customer Experience
• Maximise value and return by integrating CX with organisational strategy
• Best practice for articulating a CX strategy to ensure business outcomes
• Avoiding ambiguity by executing a credible, logical and commercial strategy

• Changing the mindset of a workforce who are not accustomed to CX
• Navigating a changing organisation while the world changes around it
• Enabling customer focused decision making with a team of one

• Creating the right environment for CX to change the organisation
• Mobilising effort, energy and operating rhythm to drive real change
• Empowering your team to drive CX success
• The transformation imperative and hygiene factors paradox

• Attaining the highest level of support to drive hard-core change in the organisation
• Communicating the benefits of CX to the CEO and board in a language they understand
• Ensuring leaders buy-in and drive change throughout the organisation

• The evolution of customer loyalty and why customers are willing to pay for privilege
• Crafting the customer journey through a new product offering
• Changing the focus of a market leader to customer centricity and brand building
• Navigating an overwhelming volume of customer data to drive customer centricity

• Maintaining a successful balance between strategic and operational
• Determining which trends to pick up, and which to drop
• Prioritising current as well as future projects in a fast-paced environment

• Determining the best strategy for cultural improvement
• How to report progress towards customer-centricity
• Integrating CX accountability into touchpoint roles
• Changing the way employees make decisions to grow your CX culture

• Re-defining service offerings and interactions using human centred design principles
• Improving agility and efficiency of customer experience management through AI-powered digital experiences
• Bringing efficiency to service delivery by automating & streamlining back-office activities
• Taking your organisation through a cultural transformation

• Delivering consistent customer experience with walking, talking and thinking touchpoints
• Managing CX with a massive and diverse employee network
• Ensuring customer experience is realised when you have comparatively little visibility

Building a culture of customer centricity
Customer-facing organisations have known for over 20 years that customer centricity is key to growth and success, yet many still fail to fully realise it due to various barriers. The most common and crucial of these is the lack of a customer-centric organisational culture. For many organisations, the culture remains product-focused or sales-driven, or CX is considered a priority only for marketing. In order to drive a customer-centric strategy and operating model, a company must have a culture that aligns with them and leaders who deliberately cultivate the necessary mindset and values in their employees.

This workshop will cover:
• Understanding and operationalising customer empathy
• Building customer centricity into recruiting procedures
• Ensuring all employees have a picture of customer insights
• Facilitating direct interaction with customers
• Tracking and leveraging the link between culture and customer impact
• Incentivising customer experience outcomes with your employees

Workshop facilitator: Andrew Murrell, Executive Management Consultant, NGS Super

In the face a rapidly changing consumer expectations the function of customer experience needs to shift from siloed customer-facing efforts to an organisation wide, ‘one company, one experience’ focus resulting in multiple avenues through which CX is cultivated and managed. To leverage CX’s competitive advantage, value for customers and greater financial performance, organisations must approach CX holistically; connecting customer and culture, understanding customer needs and expectations, being customer centric in their day-to-day actions and working cross-functionally to solve customer problems and deliver experiences that make customers feel good.
This workshop will cover:
• Holistic customer experience methodology
• Engaging functional groups with customer purpose
• Connecting the with wider business with customer empathy
• Developing a culture of customer-centric behaviour
• Driving CX success through employee experience

Workshop facilitator: Alex Allwood, Customer Experience Consultant, Trainer and Keynote Speaker, All Work Together