“Culture very often isn’t considered from the start,” she said, “but those who do consider it from the start are five times more likely to actually achieve positive results.”
Driving customer-centricity: “Employees as main actors rather than the supporting cast”
According to Lindemann, most organisations think about CX in terms of a ‘classic service blueprint.’
“When we think about culture, it is invariably thinking about…how do we embed a customer-centric culture? How do we drive a company that is customer obsessed? What are the ways of working that we can embed – whether it be re-organising teams or going down on the shop floor – any different ways to get closer to the customer.”
“But when we think about employees within that context of culture, i.e., the job of the employees, we think about them in terms of ‘how do they facilitate that customer experience’ – it’s all in service to the customer.”
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Lindemann says that this approach is fine, but ultimately, it forgets the ‘people’ element.
“That [service] is for the benefit of the employer,” she says. “If you don’t feel valued and you don’t feel that you have a relationship… you know that it is much less likely to deliver positive results.”
Interestingly, Lindemann suggests that the past couple of years has seen a shift in the way companies think about employee’s needs (largely driven by the ‘great resignation’), towards a more inclusive approach.
“So, [now], I’m thinking about the employee, your people, as actors in [the movie] rather than just the supporting cast.”
“So, if we know that transformations generally often fail because we’re not thinking about people, and EX is a discipline that we’re starting to think about, how do we get closer [to transformation]?” asks Lindemann.