Moving from survival to building influence and shaping the future

Moving from survival to building influence and shaping the future

 This week Carl is joined by Deb Corless, one of the founders of the CX movement in the UK to discuss the unfolding impacts of the Covid-19 crisis. This wide ranging conversation raised some interesting issues for people working in customer and employee experience who are concerned about future direction.

Some of the questions addressed in this session

  • How will pre crisis perception of brands hold up over the coming months?
  • Are some companies relying on people’s short memories to survive?
  • Do you pass the transparency test especially in respect of monetary interactions?
  • How well do companies understand and deliver to core needs?
  • Is employee experience too attached to customer experience?
  • Developing new ways to stimulate coincidental meetings and new relationships?

The session finishes by looking at the need for maintaining adult to adult relationships, trust, and transparency during periods of change and downsizing. Advice on how companies can navigate a successful route through the coming months and years while looking after themselves and others.

ExperienceCast bringing you a different perspective on familiar challenges and opportunities.

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How do we sustain a successful response to the crisis?

How do we sustain a successful response to the crisis?

Register for our next session on 12 May 13.00-14.30


At our recent QoE Online debate we were joined by a cross industry panel to discuss the unfolding Coronavirus situation and its effects on customer, employees and businesses. The concerns of the group were how to maintain the level of customer support achieved so far, especially around the wellbeing of their people.

The likely length and depth of the disruption is becoming clearer, as are the repercussions on short and medium term plans to support customers and employees. Thoughts on how companies move to a more sustainable financial model, and the impact this will have on customers and employees, are starting to filter into the conversation. The change in focus from support in a crisis to returning to something close to ‘normal’ may well be as problematic as the lockdown itself.

Output Summary

  • Hard work, flexibility and teamwork have enabled companies to build a good response to the initial challenges presented by the lockdown
  • The immediate challenge is mitigating the effects of stress and emotional fatigue on people working and those who are furloughed
  • Businesses of all sizes are starting to assess the challenges of operating in such a disrupted business environment
  • The last few weeks and coming months will demonstrate that businesses need genuine flexibility and creativity, as well as the ability to deploy real change at pace to survive
  • What we don’t have yet is a clear understanding of what good will look like in six or twelve months’ time and developing this view is a growing priority
  • The temporary focus on people over profit has provided customer and employee experience with unprecedented opportunities to demonstrate value in the face of rising expectations.

You can listen to the full session in this week’s ExperienceCast above.


  • Phil Dix – Head of Performance Improvement at WorldRemit
  • Bellal Abbas – Group Customer Expxerience Manager at BMW Park Lane
  • Stewart Bromley (COO at Atom Bank)
  • Tim Kitchener – a customer experience strategist currently working with Ford Group
  • James Kaye – Former Head of Business Change at Home group and currently working with Beyond House
  • Katy Pearce – Head of Customer Experience at Vodafone Business
  • Jonathan Cann (Global Head of CRM at Namecheap)

Guest contributors who also joined the debate were

  • Lewis Ryden, Lloyds
  • Olly Gardner, Sig plc
  • Rob Philips, Overbury

The QoE would like to thank all our panelists and guest contributors for generously sharing their thoughts and experiences in this debate.

Do we want a consistent customer experience?

Do we want a consistent customer experience?

A consistent customer experience for whom? And for what purpose?

Which elements of the experience can be constant across products, service and geographical boundaries?

What is the motivation for consistency?   Easy to manage, cost control, efficiency or improvement in outcomes?

Delivering a consistent experience is often seen as a major objective, but what do we actually mean? Alignment of cross channel information, delivering to brand promise, service recovery or complaint resolution? Should we be looking at tone of voice or meeting emotional needs of the customer? Perhaps the desire for consistency
is actually a strategy to help us understand complex situations and issues.

Some key questions

  • What would our customers see as consistent? How can we identify and articulate it?
  • Has the desire for consistency increased the net effort as we try to be consistent rather than agile?
  • Shouldn’t we be striving to meet individual needs? If so, are there consistent elements or themes?
  • Consistency does not always mean repeatability. Can we generate a consistently surprising experience?

Ultimately, consistency and simplicity would seem to go hand in hand.



Photo by bady qb on Unsplash