Culture: The Byproduct of Your Story and Strategy

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  • July 21, 2016

  • The customer experience has become the competitive battleground for business. By delivering a consistent, memorable experience, companies can create a competitive advantage that increases customer engagement, conversion, loyalty and advocacy.

    Over the next three-to-five years, 75 percent of marketers say they will be responsible for the end-to-end customer experience.

    This series will provide CMOs and business executives with a deeper understanding of the strategies and tactics required to deliver a superior end-to-end customer experience.

    / About the Series

  • James F. OGara, CEO and Founder, OnMessage

    / About me

    1,000s of Hours Workingwith CMOs / CEOs

    HUNDREDS of Emerging Companies

    DOZENS of Fortune 500 Companies

    25+ Yrs Experience

    Leading Brands

    Expertise and Experience/ Customer research and analysis

    / Corporate messaging strategy and execution

    / Customer-centric culture development

    / Go-to-marketstrategic planning

  • About the sponsor. OnMessage specializes in helping executives align and activate their entire organization around a corporate strategy and story that dramatically improves the customer experience. Leveraging our disciplined methodology executive teams are able to crystallize their go-to-market strategy, formulate a strategically aligned corporate messaging platform and ensure every stakeholder understands how to activate the strategy and story throughout the customer journey.

  • / Upcoming sessions: August - October

  • / Upcoming sessions: November - December

    Download the complete curriculum guide and register for the entire series:

  • Quick Recap June Education Session

  • Establishing Executive Alignment and Priorities Around Your Companys Customer Experience.


  • For customer experience (CX) to translate into improved financial performance and become a competitive advantage it must be embraced enterprise-wide. It must be implemented in a cross-functional manner and, it has to be a priority for the CEO and the entire C-suite.

  • Without CEO commitment

    CX fails to gain traction in customer-facing areas of the business.

    CX never receives executive support and endorsement.

    CX never delivers material business results.

  • Without CEO commitment

    Its never

    > Identified as a cornerstone of the business strategy > Institutionalized and operationalized

    > Infused into the companys culture

  • Have difficult discussions. Ask tough questions.

    Do you feel our leaders have a deep understanding of the customer?

    Is our companys go-to-market strategy rooted in deep, meaningful customer insights?

    Is our product / service roadmap driven bycurrent / future customer requirements?

    Are C-suite discussions and decisions consistently anchored in meeting or exceeding customer expectations?

    Is our companys culture driven by a deep and genuine desire to deliver a superior experience?

    Do we have the people, processes and technologies in place to create a superior customer experience?

  • CustomerCentricity1

    You need your CEO to commit to 10 things.

    Experience Ownership

    C-Suite Reporting Relationship3 C-Suite Funding& Involvement42

    LeadershipAccountability5 OrganizationalChange Clear PerformanceMetrics7 Measurement &Reporting Systems86Realistic Time to Impact9 Sustained Cadence10

  • Educational Content and ToolsThis worksheet will help you identify additional commitment that may be required from your CEO and C-suite to successfully institutionalize and operationalize Customer Experience Management at your company.

    10 Commitments Every CEO Must Make to Realize Customer Experience Success.

  • Todays Topic:Driving Organizational Change in Support of the Customer Experience.

  • The state of your culture is in fact, the state of your customer experience. ~ OnMessage

  • Culture used to be a soft concept.

    It used to be something executives would only pay attention to when the business environment grew toxic.

    In todays world, this is changing and in a big way.

    / Culture yesterday.

  • Forward-thinking executives now view culture as the surest way to establish a competitive advantage because of its direct impact on the customer experience.

    They also realize the role culture plays in the financial performance of the business.

    / Culture today.

    Executives overwhelmingly indicate that an effective corporate culture is essential for a company to thrive in the modern business world. ~ Professor Jillian Popadak, The Fuqua School of Business Duke University

  • Many still see culture as an HR issue.

    They separate it from the companys overall go-to-market strategy and story. They view it as something that is built in isolation.

    Executives with this point of view rarely develop a culture that positively impacts employee engagement, the customer experience or business results.

    / Not all executives get it.

    Leaders who delegate too much will lose their opportunity to become role models and energizers for the culture they want to shape. Your choices should reflect the companys strategic and operating priorities. ~ Jon Katzenbach, Booz & Company

  • What is culture?

    An organizations culture consists of the values, beliefs, attitudes, and behaviors that employees share and use on a daily basis in their work. Culture is how employees describe where they work, understand the business and see themselves as part of the organization. Culture is important because it drives decisions, actions, and ultimately the overall performance of the organization.

    Source: DecisionWise

  • Culture simplified.Culture is about shared values, beliefs, attitudes and behaviors.

    Culture is about how employees describe their company and their role in the organization. Culture is about driving decisions and actions that positively impact business performance.

    Keep these statements in mind today. It will become clear why culture is not a thing, but rather the outcome of a few things done well.

  • Is culture really a C-suite priority?

    84% of executives agree that their culture is critical to business success.

    60% of executives agree that culture is more important than strategy or operating model.

    So, yes?SOURCE: PwC Cultures Role in Enabling Organizational Change Report

  • Wait a minute

    95% of executives say change is needed in their culture.

    51% of executives believe their culture is in need of a major overhaul.

    SOURCE: PwC Cultures Role in Enabling Organizational Change Report

    What does this mean?

  • There is a real and material gap between desire and reality. Between the importance and positive impact of culture on business today.

  • 90% of executives said that culture was important at their firms.

    Only 15% of executives said their culture was where it needed to be.

    Impact of Culture



    ce o

    f Cul


    SOURCE: Dukes Fuqua School of Business

  • How do we bridge the gap?

    Redefine executives view of what culture is.

    Reconnect culture to the customer experience. Reset the process by which culture is formed. Make culture a real C-suite priority.

  • We must help executives understand

    Culture is not an isolated initiative.

    Culture is not something that can be manufactured apart from the companys story and strategy.

  • Culture is

    The manifestation of your companys story and strategy in action.

  • Your story. Clearly defines the companys purpose, positioning, value proposition and promise to customers.

    Your strategy. Defines vision, mission, values as well as the associated actions, investments and initiatives required to make that story a reality.

  • The challenge. Most companies do not have a fully aligned, documented corporate story and strategy.

  • As a result

    The company says one thing in external messaging and another through internal communications.

    Leaders make decisions that do not align with the companys core values.

    Executive teams roll out strategic initiatives that are in conflict with the companys vision or mission.

    Inconsistent words and actions are culture killers.

  • Winning cultures are built on clarity.

    Clarity in the companys story

    Clarity in the companys strategy

    Mindset Behavior


  • Your story frames the mindset and

    belief system in your culture

    When employees have a deep understanding of what your company stands for, what it does and how it creates value for customers, their purpose becomes clear.

    They feel more connected.

    They believe what they do matters.

    Clarity of purpose is a powerful motivator.

    This is born from a clear, compelling and consistent corporate story that aligns with your go-to-market strategy.

  • Your strategy drives behaviors

    and actions in your culture

    When leaders and team members across the organization understand how the strategy connects with the story, congruent actions and decisions unfold.

    Your companys vision, mission and values go beyond words on paper and take on a life of their own.

    Employees see how strategic decisions, investments and initiatives connect with the story.

    They understand how t