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Inspired by John Kotter’s dual-operating structure model, we asked all of these employees to maintain their “day jobs” within the established hierarchy, while also using 5-10% of their time to work on fast-cycle, informal innovation projects across silos. More than 600 were selected. Three key insights.
Talk to someone like Lynn Hunsaker and she’ll tell you there’s some 24 metrics to convey the value of the customer experience. The “Four Gold CX ROI Metrics” webinar was the final episode in the three-part series hosted by ECXO. She’s dissected and painstakingly diagrammed each one.
Periods of stability, steady growth, consistent margins, and happy customers enable us to manage by predetermined objectives, communicate downward through the hierarchy, and set individual annual performance metrics. The webinar or town hall is just a step toward getting on with it. And yet executives rarely invite participation.
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These opposing criteria can strain contact center operations and effect their ability to provide customer service at the desired level. This is a question posed to two of TTEC’s banking and insurance experts —Group Vice President Kristen Hein and Vice President JoVanna Dukes during a recent LinkedIn LIVE webinar.
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From Idea to Action: Rethink your performance metrics to reflect new priorities. This approach keeps the learning fresh and relevant, helping to solidify the new behaviors and practices as part of the organization’s daily operations. This alignment turns isolated initiatives into a consistent fabric of your organization.
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