At the Next Gen Customer Experience (CX) in Financial Services conference, Centerline's Marketing Change Management team presents two hypotheses on the importance of organizational balance and elevating your CX using data and innovation. As a key takeaway, the presentation included a CX Maturity Program to gauge your organizational CX maturity as well as helps identify goals and where to focus your efforts moving forward.

1. CXFS Conference, VIP Lunch & Learn
September 29, 2015
HOW TO GET MORE
FROM YOUR CX EFFORTS

2. Table of Contents
• Why We’re Here
• Our Company
• Our Team
• Past Work
• Competitive Pressures for Financial Institutions
• The Gap of Discontent
• Key Inhibitors of CX Success
• Hypothesis 1: Holistic Organizational Balance for CX
• Our Offerings that Support Hypothesis 1
• Hypothesis 2: CX + BI + IM
• Our Offerings that Support Hypothesis 2
• Road Map: 180 Day Action Plan
• CX Maturity Program
• Comprehensive List of Centerline’s Offerings
1!

3. First, why we’re here.
To learn, connect and to share some hypotheses that are making a difference for some of our clients.
We’re chronically curious about what is keeping CXperts from doing their best work within their org.
What is happening inside your organizations that prevents you or slows your progress in achieving the CX success and
growth you are after?
And also…what can you be doing alongside CX that will elevate your results even further?
2!

4. Our company
Centerline itself is a Modern Marketing Laboratory, creating custom success
formulas for the world’s most progressive enterprises.
The people speaking here
today are from this team.!
3!

5. Our team
Centerline Marketing Change Management (MCM) is a team that enacts change within organizations,
with specific focus on designing and implementing CX/CEM programs and initiatives.
4!

6. Past Work
By Centerline: !
By Centerliners: !
5!

7. Financial Institutions are on the front line of CX
6!

8. Discontent
This Disruption is Causing the Gap of Discontent
7!

9. Discontent
The Goal of CX: Shrink The Gap of Discontent
8!

10. What is complicating your CX efforts?
9!

11. Top10 CX Program inhibitors.
10!

12. IDIOSYNCRATIC COMMON
Different silos
Different CX methodology
Isolated BI teams, not focused on CX
Disconnected innovation methodology
Different levels of authority in play
Varying levels of IT involvement
Different budgets
The org not set up for success
No agile processes in place
The culture was totally disengaged
Key Inhibitors of CX Success:
11!

13. IDIOSYNCRATIC COMMON
Different silos
Different CX methodology
Isolated BI teams, not focused on CX
Disconnected innovation methodology
Different levels of authority in play
Varying levels of IT involvement
Different budgets
The org not set up for success
No agile processes in place
The culture was totally disengaged
This is where we end
up spending most of
our time. !
Key Inhibitors of CX Success:
12!

14. IDIOSYNCRATIC COMMON
Different silos
Different CX methodology
Isolated BI teams, not focused on CX
Disconnected innovation methodology
Different levels of authority in play
Varying levels of IT involvement
Different budgets
The org not set up for success
No agile processes in place
The culture was totally disengaged
And where we bring the
most value to our
clients. !
EVERY. SINGLE. TIME. !
Key Inhibitors of CX Success:
13!

15. Hypothesis 1:
There are three key organizational
segments that require holistic
balance in order for CX initiatives to
be truly successful.
14!

16. CUSTOMERS
PROSPECTS PROSPECTS
PRODUCTS
insuranceloans
money marketcredit
moneytransfer
analysis
CHANNELS
social
CX
CX
CX
CX
Environment
This white space
represents your
financial
institution,
surrounded by
typical products
and channels.
Current CX efforts
tend to focus on
the space
between you and
the market.

17. CUSTOMERS
PROSPECTS PROSPECTS
PRODUCTS
insuranceloans
money marketcredit
moneytransfer
analysis
CHANNELS
social
ORG
CX
CX
CX
CX
Environment
Factor 1: Your
Organizational
Structure.
There are three
key organizational
segments that
require holistic
balance in order
for CX initiatives
to prove truly
successful.

18. CUSTOMERS
PROSPECTS PROSPECTS
PRODUCTS
insuranceloans
money marketcredit
moneytransfer
analysis
CHANNELS
social
ORG
PROCESS
CX
CX
CX
CX
priority
Environment
Factor 2: Your
Organizational
Process
By having a
process aligned
with structure,
you begin to
achieve a defined
priority of
operations and
strategy.

19. CUSTOMERS
PROSPECTS PROSPECTS
PRODUCTS
insuranceloans
money marketcredit
moneytransfer
analysis
CHANNELS
social
ORG
PROCESS CULTURE
effectiveness
capabilitypriority
Environment
Factor 3: Your
Culture
Aligning your
culture with your
structure and
process reaps an
effectiveness and
capability crucial
for CX. This in
turn, leads you
organizational
quality
= Quality
CX
CX
CX
CX
CX CX
CX
CX

20. Have you experienced a
misalignment with your org?
Process & Culture connected but not connected to leadership
(org)? Or Leadership (org) and process are connected but
Culture is not. These are examples of misalignments.
19!

21. Our Offerings that Support Hypothesis 1:
Organizational Design
Organization Map, Roles/Responsibilities/Authority Matrix, Employee Engagement Programs
Do you find yourself asking any of the following?
1. Our employees are not owning their responsibilities. They are not clear on their role.
2. Departments are siloed and authority is unclear when it comes to decision making.
3. Executive marketing/content decisions are being made irrespective of other departments.
4. Employees morale is low. They feel that their voice is not heard. They say they don't know what changes are happening.
5. We don't have the right talent and/or capabilities to perform the right task necessary
6. There's a lack of organizational accountability.
7. We want to know how to set up marketing organization for sustainable high performance.
8. We need to establish the strategic direction for growth but aren't sure how to get there?
Organizational Audit
Audits/Analysis, Future State Vision & Planning, Marketing Maturity Modeling, Business Case Design, Data-Based Marketing Assessment
Do you find yourself asking any of the following?
1. I am a new executive and know I want to make changes in Marketing but am not sure where we stand today.
2. We are not sure where we need to start the changes we feel are necessary.
3. What are the most modern/progressive marketers doing that may be applicable to us?
4. How can we know what marketing approach is optimal for our company?
5. How do I justify significant marketing transformation (sponsoring/funding the initiative) to the C suite?
6. We want to know what changes can free up some capital to fuel new growth initiatives.
7. We want to know how to develop a business model and operating model to increase our marketing's competitive advantage.
8. We want to plan a major re-alignment that of our investment in technology, people and process and need to figure out how to roadmap it all.
20!

22. Digital Transformation
Transformation Frameworks, Change Roadmaps, Change-Ops Planning, Implementation Planning/Support
Do you find yourself asking any of the following?
1. We want to simplify the organization. We suspect we are mired in complexity. We want to know what kind of changes can bring much needed simplification to our approach.
2. We want to increase capital efficiency in our marketing. What changes will make our investments work harder?
3. We have to reduce costs in our marketing. Not only do we suspect we are doing much of the wrong things, but we're spending too much in doing them.
4. We know we want to change our approach to marketing, we are struggling to know how.
5. Digital is changing the way our customers want to interact/transact with us. Not sure how to protect our future.
Centers of Excellence
Building Centers of Excellence, Future Vision, Integration Plans, Process/Prioritization Re-engineering, Governance
Do you find yourself asking the following?
1. We need to make significant changes and ensure that they stick.
2. We want to continuously improve
3. We need to empower our people with change
4. How can we manage the change?
5. How can we build in accountability of these changes into our processes and structure?
Our Offerings that Support Hypothesis 1:
21!

23. Voice of Customer Programs
VOC Integration Strategy, Vendor/Tool Selection, Program Integration/Support
Do you find yourself asking any of the following?
1. We have to shift to listening more to our customer but not sure what works.
2. What options, vendors, tools are there that can help me engage with my customers better?
3. How can I build a program that will help us better capture customer insights?
4. I want to take customers insights and fold that back into business improvements. How do we do that?
Operations Strategy
Operations Maps, Strategic Ops Alignment
Do you find yourself asking any of the following?
1. It's not clear what specific things we need to do to remain aligned to our corporate strategy.
2. We're not planning our resources appropriately to accomplish all the things this company needs to do.
Our Offerings that Support Hypothesis 1:
22!

24. Hypothesis 2:
The future of effective CX is
more than just CX.
23!

25. Customer
Experience
CX
Business
Intelligence
BI
Innovation
Management
IM
++
Additive Formula for CX
24!

26. Customer Experience
CX
Business
Intelligence
BI
Innovation
Management
IM++
Business Intelligence
Financial Institutions potentially have a decade of transactional data. Use it.
- Use data and analytics to segment smarter.
- Use BI with a portfolio approach to innovation.
- Predict segment shifts.
- Prioritize CX innovation backlog, persistently.
- Visualize dynamic gaps.
- Run cost/benefit per segments per cycle.
- Measure performance of enhancements.
- Measure team performance against KPIs/KRIs.
- Run Gap of Discontent Analysis often.
- Build fluency in BI.
25!

27. Customer Experience
CX
Business
Intelligence
BI
Innovation
Management
IM++
Innovation Management
Innovation Management is the measured process an organization follows to create discoveries
of value that fill unmet customer needs or allow them to get a job done better.
Most customer “excitement” comes from needs they cannot yet articulate. Innovation does that.
FI’s will counter external environmental disruption by bringing net new value to the customer.
26!

28. CUSTOMERS
PROSPECTS PROSPECTS
PRODUCTS
insuranceloans
money marketcredit
moneytransfer
analysis
CHANNELS
social
ORG
PROCESS CULTURE
CX
CX
CX
CX
effectiveness
capabilitypriority
PROSPECTS
KEY
= Quality
Internal
Engagement
External
Experience
Introduce
innovation
management
and business
intelligence to
the CX within
this space…
CX
CX
CX
CX

29. CUSTOMERS
PROSPECTS
PROSPECTS PROSPECTS
a
PRODUCTS
insuranceloans
money marketcredit
moneytransfer
analysis
CHANNELS
social
ORG
PROCESS CULTURE
CX
BI
IM
CX
BI
IM
CX
BI
IM
CX
BI
IM
effectiveness
capabilitypriority
KEY
= Quality
Internal
Engagement
External
Experience
CUSTOMERS
…And greatly
increase your
serviceable
market

30. Our Offerings that Support Hypothesis 2:
Business Intelligence Programs
Full Cycle Business Intelligence/Analytics Programs, Data Warehouse, BI Conceptual
Architecture, Data Models, Visualization, Reporting/Analytics Dashboards, Data Governance
1. We actively use data-based marketing approaches but aren't sure we're doing it as well as we could be.
2. We aren't sure how Business Intelligence.
3. All our data is trapped in silos. We aren't sure how to aggregate across BUs for better approaches to marketing.
Digital Transformation
Transformation Frameworks, Change Roadmaps, Change-Ops Planning, Implementation Planning/
Support
Do you find yourself asking any of the following?
1. We want to simplify the organization. We suspect we are mired in complexity. We want to know what kind of changes can bring much needed simplification to our approach.
2. We want to increase capital efficiency in our marketing. What changes will make our investments work harder?
3. We have to reduce costs in our marketing. Not only do we suspect we are doing much of the wrong things, but we're spending too much in doing them.
4. We know we want to change our approach to marketing, we are struggling to know how.
5. Digital is changing the way our customers want to interact/transact with us. Not sure how to protect our future.
29!

31. Road Map:180 Day Action Plan
Establish initiative goals
Build business case
Define CXIMBI Agenda
Roadmap 180 day Journey
Design CXIMBI team
Align CXIMBI strategy
with business strategy
Build CXIMBI coalition
Design coalition story
Assemble core CXIMBI
team leadership mandate
Perform a CXIMBI skills/
capabilities Audit
Perform an rapid BU
collaboration audit
Interview leadership, BU heads
Develop CXIMBI internal blog
30!
CLIENTCENTERLINE

32. Establish CXIMBI funding
Co-present business case
Create CXIMBI Charter
Gather and review all CX
data/results
Obtain Sr. buy in on
funding and Charter
Review all customer and
Market BI/data/analytics
Kickoff CXIMBI comms
Review innovation
management methods
Marketing/Sales/Ops
financial ecosystem
Review customer
segmentation/journeys
Review competitive landscape
Review operations strategy
Review cultural landscape
Develop Comms Plan
Launch internal blog
Road Map:180 Day Action Plan
Establish initiative goals
Build business case
Define CXIMBI Agenda
Roadmap 180 day Journey
Design CXIMBI team
Align CXIMBI strategy
with business strategy
Build CXIMBI coalition
Design coalition story
Assemble core CXIMBI
team leadership mandate
Perform a CXIMBI skills/
capabilities Audit
Perform an rapid BU
collaboration audit
Interview leadership, BU heads
Develop CXIMBI internal blog
31!
CLIENTCENTERLINE

33. Present Prototype
Ecosystem
Establish core intake
prioritization schema
Establish hardened
measurement/reporting
Prototype CX innovation
management method
Prototype X-channel data
collection
Prototype BI/data
ETL approach/warehouse
Prototype KPIs/metrics
Prototype CXIMBI process
Prototype org structure
Collaborate on prototypes
Co-establish KPI framework
Progress Communications
Establish Prototype
EnvironmentEstablish CXIMBI funding
Co-present business case
Create CXIMBI Charter
Gather and review all CX
data/results
Obtain Sr. buy in on
funding and Charter
Review all customer and
Market BI/data/analytics
Kickoff CXIMBI comms
Review innovation
management methods
Marketing/Sales/Ops
financial ecosystem
Review customer
segmentation/journeys
Develop Comms Plan
Launch internal blog
Road Map:180 Day Action Plan
Establish initiative goals
Build business case
Define CXIMBI Agenda
Roadmap 180 day Journey
Design CXIMBI team
Align CXIMBI strategy
with business strategy
Build CXIMBI coalition
Design coalition story
Assemble core CXIMBI
team leadership mandate
Perform a CXIMBI skills/
capabilities Audit
Perform an rapid BU
collaboration audit
Interview leadership, BU heads
Develop CXIMBI internal blog
32!
Review competitive landscape
Review operations strategy
Review cultural landscape
CLIENTCENTERLINE

34. Present CXIMBI ecosystem
to leadership
Run two successive 2 week
CXIMBI sprints
Develop series of video
content on the changes
Tie CXIMBI to financial
outcomes
Refine ETL for BI/data and
metric outputs
Create CXIMBI governance
Refine CXIMBI processes
Design executive dashboards
Launch video content on
CXIMBI blog
Collaborate on CXIMBI Sprints
Collaborate on ETL for BI/data
Co-create video content for blog
Collaborate on Executive
Dashboards
Present Prototype
Ecosystem
Establish core intake
prioritization schema
Establish hardened
measurement/reporting
Prototype CX innovation
management method
Prototype X-channel data
collection
Prototype BI/data
ETL approach/warehouse
Prototype KPIs/metrics
Prototype CXIMBI process
Prototype org structure
Collaborate on prototypes
Co-establish KPI framework
Progress Communications
Establish Prototype
Environment
Establish CXIMBI funding
Co-present business case
Create CXIMBI Charter
Gather and review all CX
data/results
Obtain Sr. buy in on
funding and Charter
Review all customer and
Market BI/data/analytics
Kickoff CXIMBI comms
Review innovation
management methods
Marketing/Sales/Ops
financial ecosystem
Review customer
segmentation/journeys
Review competitive landscape
Review operations strategy
Review cultural landscape
Develop Comms Plan
Launch internal blog
CLIENTCENTERLINE
Establish initiative goals
Build business case
Define CXIMBI Agenda
Roadmap 180 day Journey
Design CXIMBI team
Align CXIMBI strategy
with business strategy
Build CXIMBI coalition
Design coalition story
Assemble core CXIMBI
team leadership mandate
Perform a CXIMBI skills/
capabilities Audit
Perform an rapid BU
collaboration audit
Interview leadership, BU heads
Develop CXIMBI internal blog
Road Map:180 Day Action Plan
33!

35. Where does your organization currently sit on a CX maturity scale?
What are your current CX goals and are you doing all that is needed to achieve those goals?
Where could you use additional help to achieve these goals?
The following CX Maturity Program will help to answer these questions. It will also provide a trajectory for
your CX program.
CX Maturity Program
BUILD MOMENTUM
ESTABALISH CX
FOUNDATION
GETTING STARTED
34!

36. BUILD MOMENTUM
ESTABALISH CX
FOUNDATION
GETTING STARTED
ORG CX GOALS
Action Needed To Achieve ORG CX GOALS
• CX need within the org defined
• The org’s CX benchmark determined
• Start CX strategy
• CX leadership identified
• Establish CX initiative goals
• Create CX charter
• Obtain senior buy-in on funding and charter
• Nominate CX leaders
• Identify BI desires - what you wish you had
(i.e. data, visualizations, technologies, etc.)
• Prioritize BI desires
• Design coalition story
• Build business case for CX program
• Roadmap 180 journey
• Start of CX strategy (align strategy with
biz strategy)
• Review cultural landscape
• Review innovation management methods
• Marketing/Sales/Ops financial ecosystem
• Review customer segmentation/journeys
• Review competitive landscape
• Review operations strategy
• Conduct BI current state assessment
LEVEL 1
Your Organization Centerline
CX Maturity Program: Level 1
35!

37. BUILD MOMENTUM
ESTABALISH CX
FOUNDATION
GETTING STARTED
ORG CX GOALS
Action Needed To Achieve ORG CX GOALS
• CX team established
• CX advisory board established
• Measurement defined
• Established system for CX data/results
capture and measuring
• Governance established
• Internal CX Comms strategy
established
• Better understand audiences
• Better understand and identify
customer behavior
• Determined if any additional tools are
needed for CX program (i.e. VOC tool) -
If yes, bring on a tool to capture data
• Design and assemble CX team
• Assemble CX advisory board
• Integrate CX with BI and IM
• Start to capture and review CX data/results
• Kickoff CX internal communications
strategy
• Launch internal blog
• Assemble core CX team leadership mandate
• Perform a CX team skills/capabilities audit
• Create roles, responsibilities and range of authority
matrix for CX team
• Design and build centralized data environment
• Design data models
• Start building initial data model within
centralized environment based on prioritized BI
desires
• Start building preliminary reporting and
dashboards
• Define data governance plan within centralized
environment
• Develop internal blog
• Develop internal communications plan
• Customer segmentation
• Customer Journey Mapping
• Audit of tools capabilities (any CX tools needed
for monitory, listening and engaging with
customers, and/or for the collection of data)
LEVEL 2
Your Organization Centerline
CX Maturity Program: Level 2
36!

38. BUILD MOMENTUM
ESTABALISH CX
FOUNDATION
GETTING STARTED
ORG CX GOALS
Action Needed To Achieve ORG CX GOALS
• CX team grows
• CX knowledge integrated into the org
culture
• CX integrated across more channels/
divisions
• CX, IM and BI fully integrated
• Expand CX tool(s) across all channels
and divisions
• Hire additional needed CX specialists
• Establish a CX coalition
• Employee Engagement Program
• Employee CX Training programs
• Build out Journey maps across all channels
for all divisions
• Distribute Channel Matrix to all org divisions
• Establish KPI framework
• Continue to capture and review CX data/
results
• Make business changes and IM updates
based on CX data/results (BI)
• Continuous improvement of processes
• Progress internal communications
• Document process for external comms
• Conduct employee survey on CX
• Develop Employee Engagement Program
• Develop CX Training Program
• Build comprehensive journey maps
• Build Channel Matrix
• Establish core intake prioritization
schema
• Co-establish KPI framework
• Prototype CX innovation management
method
• Prototype BI/data ETL approach/
warehouse
• Develop series of video content on the
changes
• Tie CX to financial outcomes
LEVEL 3
Your Organization Centerline
CX Maturity Program: Level 3
37!

39. Centerline’s Offerings.
38!

40. Marketing Strategy
Creative Content
& Experiences
Marketing Change
Management
Organizational Audit
Future State Vision & Planning
Maturity Modeling
Business Case Design
Data-based Marketing Assessment
Organizational Design
Organizational Map
Roles, Responsibilities, and Authority Matrices
Employee Engagement Programs
Digital Transformation
Transformation Frameworks
Change Roadmaps
Change-Ops Planning
Implementation Planning/Support
Training/Skills Development
Center of Excellence
Future Vision
Integration Plans
Process/Re-prioritization
Organizational Governance
Operations Strategy
Operations Map
Strategic Ops Alignment
Performance Management Programs
People/Teams Performance
Metrics/KPI Strategy
Executive Dashboards
Content Performance Management
Customer Experience (CX) Programs
CX program design
CX Axis Shift Plans
CX Governance Program Design
Voice of Customer Programs
VOC Tools/Program Selection
VOC Integration Strategy
Program Integration/Support
Discovery & Consensus
Stakeholder interviews
Ignitor Sessions
Thought Leadership Workshops
Digital Ecosystem Mapping
Map Working Session
Map Development
Business Intelligence Programs
Full-Cycle BI/Analytics Programs
Data Warehouse
BI Conceptual Architecture
Data Models
Visualization
Reporting Analytics Dashboards
Data Governance
Measurement Goals
Governance
Governance Workshops
Governance Model & Plan
Content Auditing
Content Inventory
Asset Inventory
Qualitative Assessment
Quantitative Assessment
Audience Research
Rapid Persona Session
Customer Interviews
Persona Development
Supplementary Research
Content Strategy
Content Types
Content Flow
Channel Matrix
Content Model
Taxonomy & Metadata
Content Effectiveness Programs
User Experience
UX Evaluation & Plan
User Flows
Wireframes & Prototypes
Usability Testing
Information Architecture
Card Sorting — Logical Groupings
Information Architecture Development
Competitive Research
Competitor Analysis
Social Monitoring/Reach
Technology Evaluation
Enterprise Content Management
Marketing Automation
Social Monitoring/Automation
Social Media Activation
Audience and Influencer research
Activation Strategy
Media Relations
Social Monitoring and Reporting
Benchmarking / Share of Voice
Marketing Automation
Email Marketing
Retargeting
Newsletters
Brand
Brand Identity
Visual System
Storytelling
Design
Style Guide
Template Designs
Social Tiles/Datagrams
Development
CMS Configuration
Site Development
QA/Testing
Technical Requirements
Content Creation
Websites
Interactives
Mobile Apps
Sales Tools/Enablement
Infographics/Data Visualization
eBooks/Whitepapers
Presentations
Blog/Vlog
Video
Animations
39!

41. THANK YOU!
Connect with us
www.centerline.net/MCM
40!