https://community.qualtrics.com/XMcommunity/discussion/comment/39321#Comment_39321Really good question, Isabel. You're right that often customer experience teams provide feedback about fixing things that already exist. They are most often incremental improvements, while innovation is generally more strategic with revolutionary changes. I try to strike a balance that tips a bit more toward medium to long-term vision work, then work back to see if the customer experience input is aligned to that or is at odds. If it's at odds, I'm unlikely to prioritize the work.
https://community.qualtrics.com/XMcommunity/discussion/comment/39291#Comment_39291Role change can be challenging, but rewarding. My advice is to find a role that leverages as many other superpowers that you have. It's hard to change everything and ramp on new taxonomy, culture, people, product AND new job function. If you can change roles but work on the same product or with people you know, it's a major advantage.
https://community.qualtrics.com/XMcommunity/discussion/comment/39216#Comment_39216Timely point. While expensive and elite experiences do get a lot more press than those which are more mundane and less tied to wealth, the organizations we work with are clear that they do need to provide positive perceptions and touchpoints and ultimately positive sentiment around the experiences they deliver or their customers and employees just won't return. So while there could be some risk in individuals thinking that "experiences" are for the wealthy, I think those delivering services, products and experiences understand they occur every day and often go unnoticed when done well. (I barely thought about the Costco delivery I received from Instacart yesterday while I was on a Zoom call, but had it gone poorly I would have been frustrated and may have even influenced others to not use Instacart.)
https://community.qualtrics.com/XMcommunity/discussion/comment/39152#Comment_39152Adam, you're right that moving from management mindset to ownership mindset (or from rentors to owners, as our founder would say) is a culture shift. Like anything else, it starts with measurable goals and incentives. I've found that for product work, the company goals must be centered around CSAT and usage. If people don't use what you've built and love what you've built, they won't come back. When organizations choose software for their employees that isn't loved, there's room for disruption. IT decision-makers care more about what their constituents think than ever before. Second, it requires leadership empowering their employees to make decisions. Nobody feels like an owner if they don't feel in control.
Already have an account? Login
Enter your E-mail address. We'll send you an e-mail with instructions to reset your password.
Sorry, we're still checking this file's contents to make sure it's safe to download. Please try again in a few minutes.
Sorry, our virus scanner detected that this file isn't safe to download.
