Learn more about our exclusive online community for CX Leaders at top corporate brands.
Are you an end-user CX Leader? Request to join our community for exclusive access to the best minds in the business.
Explore participating service providers’ emerging technologies, industry research, and underlying approach to CX solutions.
Browse blog articles packed with the latest ideas and inspiration to raise your CX game.
Access our growing library of downloadable materials typically gated to the general public (online community members only).
By: Execs In The Know
Two-thousand and twenty has been a year like no other in recent history. From the sudden and devastating global impact of COVID-19 to the ongoing social unrest in our country, it feels as if we are at a watershed moment. Our employees, customers, and the world are watching how we, as leaders, respond. While these two issues may seem unrelated on the surface, they are intertwined because how we react to the latter will most definitely have an impact on our collective recovery from the pandemic and how it impacts our employees and customers. But more importantly, taking a close look at how we address diversity, equity, and inclusion (DEI) is simply the right thing to do.
In this article we will address this complicated and critically important topic based on external data, as well as insights from three highly respected organizations and those responsible for leading DEI strategies:
First, we will discuss why it is important to keep the focus on DEI, especially considering recent events impacting us globally. Then, we will take a deep dive into how leaders can and should respond to DEI at this critical juncture.
This seems like an obvious question for many organizations as it is no longer necessary to create a business case for driving DEI. But it is important to ground ourselves in the “why” to ensure DEI initiatives are not merely a checkbox activity. And the first answer is, again, because it is the right thing to do. There are many reasons that DEI cannot be ignored as business leaders. As stated in Harvard Business Review, “Ensuring people from underrepresented communities are recruited and advanced is far more beneficial for an organization than any one individual. Diversity, equity, and inclusion attempts to level the playing field to allow the best ideas to flourish, connect talented individuals from underrepresented backgrounds with opportunities that those in the majority often have unfair access to, and empower the best organizations to thrive. Done right, creating diverse, equitable, inclusive organizations yield greater profitability, innovation, and smarter teams.”
To further emphasize this with data, McKinsey & Co. published a report in 2020 that found:
This is further demonstrated in this data from McKinsey’s report:
Additionally, the impact of COVID-19 has the possibility of being even more devastating to companies and people’s lives if DEI strategies are not prioritized. Due to the sudden impact of COVID-19, some organizations may have de-prioritized their DEI efforts as they were laser-focused on how to plug the holes created by the pandemic. While that may sound like a reasonable approach on the surface, McKinsey’s report emphasizes that research and history warn us that diverse talent can be more at risk during a crisis for many reasons:
Organizations have an opportunity to not only protect their bottom line, but the employees in their care. McKinsey’s report states, “There
is ample evidence that diverse and inclusive companies are more likely to make better, bolder decisions — a critical capability in the crisis. For example, diverse teams have been shown to be better able to radically innovate and anticipate shifts in consumer needs and consumption patterns. Moreover, the shift to technology-enabled remote working presents an opportunity for companies to accelerate building inclusive and agile cultures — further challenging existing management routines. Not least, a visible commitment to DEI during the crisis is likely to strengthen companies’ global image and license to operate.”
Most organizations have a DEI strategy, and possibly even a dedicated DEI team. So, what should leaders do differently to take decisive and bold action? In our discussions with the DEI leaders from Groupon, Hilton, and Nordstrom, four common themes emerged as priorities which we will discuss below:
The first step in addressing DEI honestly and systemically in your organization begins with acknowledging what it means and understanding how your internal processes and policies may have contributed to conscious or unconscious bias. It involves educating yourself about the history of racism and understanding honestly how minority co-workers have experienced aggressions and microaggressions inside or outside of your organization. Take the time and do the research using credible data to understand current and historic events. Give employees a safe and genuine space to have their voices and feelings heard, in groups and one-on-one.
Our colleagues at Groupon, Hilton, and Nordstrom have all taken important steps in these areas.
When asked what organizations should focus on in light of recent events, Corey Flournoy with Groupon said, “One of the most important things organizations should do is to create space for needed conversations to address systemic racism, anti-racism, accountability, and engagement of white counterparts in addressing challenges within the workplace.” Groupon has implemented a number of programs and initiatives to facilitate these conversations, one of which was a four and a half-hour course launched in 2018 based on unconscious bias theories. Its focus is on solutions and real business case studies that illustrate the power of effective DEI strategies and practices and their impact on companies’ bottom line and image. The workshops include action steps to foster relationships across cultural lines and practices to engage in difficult conversations. Additionally, Groupon hosted an open virtual forum this summer where more than 700 employees logged in. The powerful 90-minute conversation led to increased engagement and action by employees, including the creation of four “action groups”:
Groupon has shared their public response and actions through their external platform and has launched other ongoing campaigns in support of minority owned businesses.
DeShaun Wise Porter with Hilton explains, “Setting the stage for inclusivity begins with listening, understanding what inclusivity means for YOUR employees.” To do this, she emphasizes the importance of creating a safe space where your people can be authentic and finding venues where you can actively listen. Recently, the company launched a “Courageous Conversations” virtual learning series to drive greater awareness and understanding across a host of diversity and inclusion issues, and ultimately drive change through dialogue and action. Hilton also consistently conducts engagement surveys that continuously give employees a voice, developing the trust that the company is listening and adapting. It is surveys like these that helped stimulate the plans for “Courageous Conversations.”
Farrell Redwine with Nordstrom believes that one of the biggest challenges in corporate America is acknowledging that racism is real and being clear that diversity is just one step in dealing with systemic racism. To address this, Nordstrom took the initial steps to share their thoughts, beliefs, and approach with employees, customers, communities, board members, and vendor partners. Per Redwine, “Transparency is an important part of our commitment.”
For the last two years, Nordstrom has been very focused on listening and gathering data to unpack employee sentiment as to what makes them feel like they belong, that their contribution is valued, and that they are heard and seen. Redwine explains that one of the most impactful actions they took was to make space for conversations to acknowledge the “heaviness” of the current climate. They hosted a series of “Courageous Conversations” which first focused on the Black experience following the death of George Floyd. This involved video calls for all employees in which Black employees openly shared their experiences and reality. Redwine further explains, “For me, to not only be witness to but lead through that was hard and heavy. The vulnerability our people demonstrated by exposing themselves and discussing things that aren’t typically spoken about in a work environment was a healing process for me, my Black colleagues, and for the entire organization. To say we support you, we see you, we are taking a stand around this issue, and we don’t support racism has been a catalyst for change and call to action.” These formal and informal conversations have led Nordstrom to identify the most pressing areas of opportunity and establish clear goals that will move them in the right direction.
Having a DEI strategy is not a poster on a wall, an internal communication, or an occasional social media post amid national outrage. It goes beyond town halls and listening sessions. While all of these are important to an overall strategy, embodying a culture that lives and breathes DEI starts at the top and must be embedded in all aspects of the company’s leadership and strategy. It involves communicating why you have a DEI strategy and how it is expected to impact employees and customers. For example, in the Harvard Business Review article, examples were given as to how to communicate what you are doing and how it is part of your overall business strategy. One example they provided was, “We realize we aren’t reaching all our customers when we have systems that are biased, and we aren’t making life easier for a diverse range of customers when we don’t have leaders from a diverse range of backgrounds. Here’s how we’re changing that.”
Further, it cannot be a side job or buried within Human Resources with a small budget. It takes a real and concerted effort to weave DEI into the fabric of an organization.
Flournoy agrees that DEI must be part of the overall business strategy. Collaborating across several business units, Groupon launched its first effort in support of Black-owned businesses during National Black Business Month in August. Groupon partnered with other organizations including the National Black Chamber of Commerce, iHeartRadio, and the Illinois Department of Commerce and Economic Opportunity to provide marketing support and a host of other services and workshops to help these businesses survive and thrive during the pandemic. The success of this campaign has led to additional efforts in support of National Hispanic Heritage Month (September 15-October 15) and Women’s Small Business Month in October.
Flournoy advises that before companies begin their “DEI activities,” they should determine their overall vision for what they want to accomplish. There should be a North Star goal in mind to guide all the activities and programs, rather than launching disparate efforts that may fail to make a real impact. Given the current climate, companies may do more harm than good if efforts are simply surface-level and consequently fall flat.
Additionally, Flournoy advises that organizations take a hard look at their DEI leadership structure. He says many organizations are not placing DEI roles at a high enough level to have significant influence and impact within the organization. Most companies have chosen to place DEI roles under the Human Resources umbrella. This often means they lack the authority or power to make decisions or change in the organization, especially across business units. Flournoy believes that for DEI to be successful, companies must consider establishing either Chief Diversity Officer roles as part of the senior management teams or create roles that have direct access to senior leadership and across business operations to ensure maximum impact and intervention for necessary change.
Wise Porter explains that DEI has been at the core of the company’s vision, mission, values, and culture, starting with the founder, Conrad Hilton, for over 100 years. The company’s culture is grounded in his belief that global travel could be a bridge to international peace and understanding. This commitment has been at the heart of Hilton’s overall strategy, fostering an environment of inclusion and belonging. Their dedicated DEI organization, which has been in place for 10 years, operates under a holistic framework that encompasses
As a result of their ongoing commitment to DEI, Hilton has been on the highly coveted DiversityInc. top 50 most recognized companies consecutively since 2015, ranking No. 2 this past year as well as No. 1 in supplier diversity.
Nordstrom has also worked diligently to embed DEI into their overall strategy. Redwine describes one of the company’s key values, “Owners at Heart,” which is about ensuring every member of their team is empowered to use good judgment and do the right thing for their customers and people. They have galvanized the organization around values (such as this one) and connected it to their diversity strategy. So, their day-to-day decisions, processes, and policies are all driven by it. In Redwine’s words, “Our DEI strategy is NOT an HR effort – it is seen as a business effort and a business-driven approach.”
It is up to all of them to bring their strategy to life across all areas of the business. As such, their framework consists of four strategic pillars including talent, leadership, culture, and marketplace. This summer, they published and communicated their goals to employees, explaining how they are tied to these pillars and how they directly affect company growth and overall business results.
This has resulted in the ability to focus on systemic opportunities, leading to the achievement in pay equity for all genders and races in the company. Redwine said, “We recognize our holistic approach must continue to make systemic and sustainable change. You must consider the values of your organization and what it stands for – our goal is to deliver fashion authority and the best customer experience. That takes people, so we are digging deep with a leader-led approach embedding diversity into our overall business strategy.”
Achieving diversity, inclusion, and equity within an organization starts at the top, but requires all levels of leadership’s commitment. A CEO who makes an announcement to the media about its stance on racism and plans to improve diversity in the company is but one piece of the puzzle. It involves everyone at every level. Leaders must not only be able to have the tough conversations but encourage them. To create a truly diverse and inclusive work environment, one must lead with compassion for all employees, demonstrating a true understanding of underlying struggles (both past and present), and hold all levels accountable. Accountability involves consistent, public, and transparent reporting of diversity metrics, but it also involves holding leaders and staff accountable not only for the numbers, but the overall objective and culture. It is not easy and requires careful consideration of who you hire and promote in leadership positions as they set the tone for the company.
Fostering and teaching empathy is critical to Groupon’s overall DEI strategy. As Flournoy explains, “To make meaningful progress, it requires leaders and staff to have empathy for other people.” In fact, the company’s mission is to cultivate an empathetic global community where commerce, innovation, and brand loyalty thrive through DEI. One of the things Groupon does to develop empathy is to conduct an Inclusion Workshop, which creates experiences for attendees where they are put in a position of removing their “blinders” and thinking from another perspective. Additionally, they conduct an allyship interactive workshop, focused on developing authentic relationships.
To develop leaders and support career growth, their “GREAT Leadership Program” involves 15 diverse women and minorities at mid management at any one time. The goal is to invest in leadership and career growth by providing them with executive coaches for eight sessions. To further embed diversity and inclusion among leaders, every director and above is required to meet with someone in a minority or under-represented group both internally and externally.
From a leadership accountability perspective, Flournoy cautions leaders that one of the mistakes he has seen organizations make is the belief that diversity and inclusion only involves people of color and women. This work must engage and hold accountable non-minorities who are in positions of power and influence to address and make systemic change. Flournoy also emphasizes, “Organizations that focus primarily on employee resource groups and unconscious bias training will not actually make the changes and impact required to improve and move the culture. People must engage across cultural lines and learn the importance of allyship, accountability and responsibility to make progress.”
The responsibility for DEI spans all levels of the leadership team at Hilton. As Wise Porter explains, “It is part of our DNA and the expectation is that every leader has a responsibility to put DEI front and center.” They hold their leaders accountable for driving an inclusive culture, going so far as to tie it to compensation structures. The intent is not to force it but to put the best people in the right roles, truly infusing DEI into every aspect of their organization. They measure gender and ethnicity diversity as part of hiring goals but also with succession planning and promotions.
For Hilton, courageous leaders are critical, and for over a century they have taught their leaders to “lead with hospitality.” Wise Porter further explains, “The world is changing every day. There is no way we could have predicted what we faced in 2020, and our leaders had to show up with grace, maturity, and compassion. When you have courageous leaders that can naturally pivot and lean into challenging and difficult conversations…when you have leaders that can truly come to work and just ‘have a conversation’…they have a true sense of humanity and adapt quickly – that’s where you will find the greatest success.” And even though the pandemic has unfortunately forced some furloughs and reductions in force, the leadership team has remained committed and focused on DEI. They may not be recruiting at the same level as before, but their goals remain in place, focusing on developing talent internally, while staying true to their core values.
Nordstrom’s “leader-led” approach is what enables their overall strategy and business outcomes. So, with their strategic pillars and measurable goals in place, the company is now focused on establishing programs that will help them get there. To do this, they have created the Nordstrom Diversity Inclusion and Belonging Council, which is co-chaired by Pete and Erik Nordstrom and Christine Deputy, their Chief Human Resources Officer. It is made up of a diverse mix of leaders from across the company and board of directors. Together, the group
will focus on developing, implementing, and measuring programs that drive their strategy. They have also published the specific goals and metrics that define their success.
The company’s approach to leadership involves the entire employee life cycle from onboarding to exit, with the goal that the employee experience is just as renowned as the Nordstrom customer experience. Their objective is to lead by ensuring employees do not just feel as if they are included, but that they belong. As such, they are constantly working with their leaders to ensure they have the resources they need to help support their teams. Redwine emphasizes, “This work has never been more important, particularly given the new ways of remote working and the recent events of racial injustice that deeply impact our employees and customers. We’ve rolled out a number of new trainings and resources to help them lead in the face of great uncertainty.” All these efforts continue to cement their focus and approach at every level of the company.
Striving for and achieving a diverse workforce is but one component. Numbers are important, but they are just numbers. The hard part is creating a truly equitable and inclusive culture that provides a sense of belonging for all employees. There is plenty of evidence and research that suggests inclusive cultures contribute to better decision making, higher levels of performance, and greater employee retention. Simply put, the more inclusive the environment, the more engaged the employee and the more they thrive and perform.
In the same research conducted by McKinsey & Co., the findings showed a vast difference between employee sentiment comparing diversity to inclusion. Specifically:
So, even if companies are making progress in workforce diversity, there is still a lot of work to be done to address inclusion.
Training is only part of the solution, and many organizations conduct courses such as “unconscious bias training” and it is important. But how do you ensure you are removing biases? What are you doing to encourage an inclusive environment, and give people a sense of belonging, free from bias and discrimination? Again, it requires a holistic, systemic approach, with accountability at all levels of the organization. Transparency, honesty, openness, and leadership capabilities are all central to creating a truly inclusive and equitable environment – one in which employees feel they can bring their true and best selves to the workplace.
Groupon recognizes that diversity is just part of the equation. As Flournoy explains, “We place a great emphasis on creating a culture where people feel supported and championed by our senior leaders, and we strive to include diverse voices in our decision-making process. At the end of the day, our employees and their shared experiences are the best recruitment tools we can utilize to attract more diverse talent. We must create a culture that is inclusive to prevent a ‘revolving door’ of black and brown talent who come to Groupon and do not stay long-term. The Business Resource Groups, our Global Pillars, and programs like the GREAT Leadership program have helped to retain and promote diverse talent, even during challenging times.”
Hilton similarly strives to create an inclusive culture, ensuring employees have a voice and sense of belonging. An inclusive culture to them is one in which employees feel comfortable to “show up, innovate, collaborate and bring their best selves to work.” Hilton leaders bring this to life through recognition programs, injecting open dialogue and upward feedback into professional development conversations, and supporting the company’s strong network of Team Member Resource Groups. Above all else, though, Hilton Team Members learn from day one that they are part of a values-driven company, the first of which is to lead with hospitality – which, by definition, is all about creating a sense of belonging for all.
Nordstrom is keenly aware of the need for employees to not just feel included but to feel they belong. Redwine acknowledges that this is indeed the hard part and a priority that is at the heart of their strategies. One of the ways they have found to create a true sense of belonging for employees is the creation of their Employee Resource Groups (ERGs). These groups represent a variety of seen and unseen identities that exist across our employees, and they offer a sense of community, connectivity, and shared experiences. Nordstrom have had these programs in place for two years, and they have been particularly critical this year in supporting and leading important, difficult conversations. As part of the new goals announced last month, they also shared that they will be expanding these groups beyond the Seattle area so all employees can participate.
Many organizations are at a crossroads and have an opportunity to seize this moment, taking bold action to drive systemic and lasting change. It is an opportunity like no other for leaders to rise above and ask themselves honestly if DEI is woven into the fabric of their company, if all aspects of their business are rooted in DEI, and if they can lead from a place of compassion and courage. Those who do will reap the rewards professionally but also personally. It is not an initiative that has a beginning and an end, but one that must always be front and center to reshape the landscape of corporate America.
Go Back to All Articles. Have a story idea? Submit to firstname.lastname@example.org.
Want to get this publication in your inbox? Subscribe here!
The contact center industry plays a pivotal role in delivering efficient customer service and support across various sectors. However, operating a contact center can be costly, primarily due to the highly labor-intensive nature of its operations. To address this challenge, organizations are increasingly turning to automated process flows to optimize their contact center operations and achieve significant cost savings.
Join us as we share the remarkable transformation journey for PSCU, the nation’s largest credit union service organization, and how they leveraged AI and automation to simplify hundreds of workflow processes and eliminate their complicated knowledge base—all while boosting agent performance and efficiency.
By streamlining and automating data retrieval and consolidation, knowledge management, and issue escalation processes, agents can dedicate their expertise to more complex, value-added tasks. This not only amplifies their productivity but also elevates customer satisfaction by ensuring faster and more precise resolutions.
In this session, Kim West, VP Product Marketing from Uniphore, will share invaluable lessons and key takeaways to:
Technology is most effective when it’s used in the service of human beings. Join Intradiem President Jennifer Lee for a customer case study featuring Jim Simmons from Synchrony Financial. Jennifer will discuss technology-driven strategies to boost employee well-being and performance, and Jim will explain how Synchrony Bank is leveraging automation along with Thrive’s science-backed behavior change platform to provide more human-centric support to its contact center agents. Arianna Huffington, founder and CEO of Thrive Global, will share via video how Thrive embeds employee well-being into everyday workflows, which lowers stress, builds resilience and improves performance.
In today’s competitive business landscape, customer service has become the ultimate differentiator. It’s no longer just about resolving issues; it’s about creating meaningful connections that foster loyalty and advocacy. Channel shouldn’t matter when it comes to delighting customers. The modern customer service team needs to meet customers where they are without having their information siloed across tools or channels. This panel discussion will bring together industry experts, thought leaders and seasoned practitioners to explore effective strategies and best practices for cultivating lifelong conversations with customers. Through engaging dialogue and insightful anecdotes, the panelists will highlight the key elements contributing to making customer service the centerpiece of your business by establishing a seamless channel experience that transcends traditional boundaries.
We all see it coming, an AI revolution that is more than just hype. However, figuring out how to make it work smoothly for customer service and finding the best way to learn, evaluate, and put it into action is not a walk in the park.
Join us as we examine the opportunities for leveraging AI to better understand, shape, customize, and optimize the customer journey and your overall CX. We’ll share real-world success cases and even a few cautionary tales of when things didn’t go quite as planned.
During this Shop Talk, you’ll leave understanding:
Navy Federal Credit Union (NFCU) has always been focused on providing member-first service to more than 12 million global customers, and their frequent recognition by Forrester, KPMG, and JD Power reflects that emphasis. With the advent of more advanced technology, NFCU has worked hard to strike a balance between the high-touch interactions and digital journeys they provide to members. To guide this work, NFCU adopted a Digital First, Member Always philosophy.
In this session, we will share a glimpse into some of the ways the NFCU customer experience teams are bringing this mantra to life. Starting with the fundamentals, we will discuss key initiatives that are improving the member’s digital journey.
You will learn about:
We hope you will join us to hear about NFCU’s exciting journey as they deliver compassionate service that strives to always put the member first!
As the workforce grows and diversifies, leading across generations has become more challenging than ever before. There are now five generations in the workforce (Silent Generation, Baby Boomers, Generation-X, Millennials, Generation-Z), each with unique values, communication styles, work preferences, motivators, and technology habits. This can lead to misunderstandings and incorrect assumptions among colleagues, making it critical to welcome different perspectives and use them to lead effectively.
In this workshop, COPC Inc. will present 2023 research that illuminates the reality of generational divides in contact centers and customer experience operations.
Join COPC and your peers to learn how to transform your leadership approach and create a culture that welcomes generational differences. Leave this session with a better understanding of how to lead and manage each generation while maintaining individual strategies for maximum success.
Join Execs In The Know on Friday, September 22nd at 2 PM for an exclusive behind-the-scenes tour of SmileDirectClub’s manufacturing facility, dubbed the SmileHouse.
Your host Alvin Stokes, SmileDirectClub’s Chief Customer Contact Officer, will share how this disruptive brand streamlines the process from customer engagement to purchase decision and innovates the CX journey for their customers. He’ll delve into the fascinating connection points between customer experience and the SmileMaker Platform, which uses advanced AI technology via an app to put game-changing innovation in the palm of consumers’ hands.
Be a part of this tour to witness firsthand the impressive 3D printing technology, observe the seamless production of the brand’s clear aligners, and explore how using the power of innovation can up-level your customer experience. We can’t wait to see you there!
As a leading robotic vacuum cleaning company, iRobot prides itself on being a mission-driven builder that is revolutionizing the way the world cleans with consumer robots. In this thought-provoking keynote, Ledia Dilo, VP – Head of Global Customer Care and Fulfillment at iRobot, will address how the brand leverages customer-centric strategies to drive sustained growth, optimize operations, and build customer loyalty in an industry currently challenged by slowing demand, growing competition, and supply chain cost.
With a focus on optimizing operations, she’ll unveil the four strategic pillars that drive iRobot’s customer interactions, streamline onboarding experiences, and transform the contact center into an insights-driven and strategic business unit. Additionally, she’ll highlight the crucial role of the care team, their technical training, and collaborative partnerships with engineering in addressing complex product issues. Find out how iRobot leverages customer data and proactively engages with consumers to build lasting relationships. Drawing on her extensive experience, inspiring anecdotes, and metrics showcasing the success of proactive initiatives, she will demonstrate the immense value of customer-centricity in shaping the trajectory of brands to deliver win-win outcomes.
Join Ledia to gain insights on iRobot’s remarkable legacy that will inspire you to reshape your brand’s customer experience, unlock new growth opportunities, and cultivate enduring customer loyalty.
Join our panel of experts as they delve into the world of artificial intelligence (AI) and its potential transformative impact on customer experience (CX). The revolutionary capabilities that AI offers enable brands to drive meaningful change by delivering efficiency, hyper-personalization, predictive insights, and seamless interactions to just name a few.
This thought-provoking discussion will shed light on a wide range of perspectives, various use cases, and challenges and opportunities that are specific to an organization’s size and structure when deploying AI in the current CX landscape. Our panelists will also share how they are navigating critical considerations, such as ethics, data privacy, and striking the right balance between automation and maintaining a human touch.
The latest AI has the potential to automate far more customer inquiries than prior generations of conversational AI. While most people are familiar with ChatGPT, few have deployed Large Language Models in customer-facing applications.
LOOP Insurance is excited to share their journey from a simple chatbot to a state of the art LLM-powered AI assistant that has yielded an impressive increase in effectiveness and CSAT.
In this session you will learn:
Witness the transformative journey of iPostal1, the worldwide leader in digital mailbox technology, as we explore the extraordinary impact of artificial intelligence (AI) on customer service. Due to rapid growth and an influx of customers, the brand was challenged to rethink how it could maintain its high standards for an exceptional level of service.
Armed with innovative solutions and a dynamic suite of tools, iPostal1, was able to scale its operations and take control of how it managed relationships with customers without diminishing the quality of its customer service.
Join us to hear from Dan Medina, Director of Customer Service Operations at iPostal1, and Colin Crowley, CX Advisor at Freshworks, to learn how AI can empower your customers, agents, and leaders alike by:
The cultural alignment between your organization and your BPO partner has become an essential ingredient to drive performance, speed to proficiency, and a consistent customer experience across locations. When cultural alignment is measured, monitored, and continuously calibrated, both companies arrive at a greater understanding of each other’s beliefs, communication processes, and abilities—functioning with truly dynamic collaboration.
In this session, learn how Qualfon and Neiman Marcus’ cultural alignment has resulted in the ultimate strategic partnership.
In a rapidly changing world, the landscape of work and business is undergoing unprecedented transformations. During his keynote, Peter Mallot, Worldwide Support Leader for Modern Life and Business Programs at Microsoft, will provide an informed perspective and timely insights at the intersection of Workforce Strategy, Culture, and Technology.
The future of work is progression, not an overnight solution. It demands a shift in corporate culture, management philosophy, and workforce adaptation, where the focus moves from reactive to proactive, from support to achievement. The path forward lies in a delicate balance between leveraging technology’s capabilities and empowering people toward greater productivity, collaboration, flexibility, and automation to enable customers to achieve more.
Join Peter to gain a deeper understanding of the engine required to drive change for an organization’s most valuable assets — its teams and its customers.
In this engaging keynote address, Stacy Spikes, CEO of the nationwide movie subscription service MoviePass, will take you on a journey where customer-centricity and innovation converge to create immersive and personalized cinematic experiences for all.
Discover how MoviePass is reinventing itself post-bankruptcy, overcoming past challenges, embracing product and customer service improvements, and setting its sights on a new horizon. From navigating customer churn to building customer trust and loyalty, Stacy will share real-life examples of the pivotal moments and invaluable insights that are shaping the brand’s trajectory.
Learn why diversity and building community are not just cultural values, but smart business moves that lead to better products and greater market reach. Additionally, Stacy will delve into the potential of blockchain technology as a powerful tool to bridge the gap between moviegoers and filmmakers.
Join us for this thought-provoking and inspiring look into the future of cinema and Stacy’s ambitious plans for reinventing moviegoing for customers.
As CX leaders, we recognize that enabling a customer-centric vision holds immense potential for driving value for our organizations.
Join our esteemed panel of industry experts as we explore how CX is used to drive revenue opportunities and strong business value. The panel will unlock the key KPIs and performance metrics that leaders must be measuring and monitoring to validate and amplify the value of their CX vision. With an ever-changing technology landscape alongside evolving customer expectations, we will explore the future impacts of CX ROI and discuss the influence it will have on what we measure.
From this session you will take away:
Enter digital workers, where AI and automation meet to support employee and customer experiences. They are changing our understanding of the future of work.
To support human employees, digital worker technology will continue to advance capabilities. The unique capabilities of Generative AI and automation are enabling CX leaders to gain a deep understanding of customer preferences, behaviors, and pain points.
Join us as we explore a real-world example of how a leading brand harnessed digital workers to revolutionize its contact center operations.
During this Shop Talk, you’ll discover:
As artificial intelligence (AI) and machine learning (ML) technology evolve, contact centers are using them to transform customer experiences through agent assist, self-service, and conversational analytics capabilities.
Join Amazon Web Services (AWS) and Truist to discover best practices for how to leverage AI-powered technology to deliver exceptional customer experiences. In this session, you will learn about:
With the global CX personalization market forecast to hit $11.6 billion by 2026, it is imperative that brands embed true personalization opportunities across the service journey. Facilitation begins with bi-directional omnichannel engagement that will require cutting-edge technology, insightful analytics, and advanced agent enablement.
This incredible panel will showcase agents alongside their business leaders in what is sure to be a powerful conversation on the approach needed to radically transform customer relationships. Join us as we unpack and explore critical insights from two unique perspectives on:
Inspiration is a catalyst for greatness. It transcends the mundane and ordinary, breaking through conventional boundaries to unleash the full potential of individuals and teams. In this captivating keynote, Carolyne M. Truelove, Vice President, Reservations and Customer Relations at American Airlines, will unveil the immense power of inspiration and its ability to ignite a drive for exceptional results and lead transformative change.
Discover the extraordinary possibilities that lie within you as a leader. Everything a leader does requires connection, including vision, strategy, and execution. Learn the art of connected leadership, fostering a culture of open-mindedness, and leveraging your leadership to navigate through the ever-evolving business landscape. When inspiration permeates every aspect of an organization, magic happens. Join Carolyne for an unforgettable keynote and unlock the secret to inspiring others into action.
Generative AI brings forth a new realm of possibilities for enhancing the customer experience. However, its propensity to occasionally deliver inaccurate or nonsensical information — a phenomenon known as a hallucination — could potentially impact hard-won customer loyalty. To ensure its success, generative AI has to solve problems and respond in a way that is accurate, helpful and free from toxicity and bias.
Join AI experts from TELUS International, a leading digital customer experience provider, for a Tech Forum exploring:
Companies today require a robust well-being strategy to have a material impact on the growing crisis of workplace mental health and business resilience. Join us for this interactive session as we explore the Four Building Blocks of Emotional Intelligence. We’ll be exploring how to intentionally cultivate learning, development, and leadership strategies that focus on mindfulness and emotional intelligence, and how they are enhanced by dynamic neuroinsights and AI technology.
There is a great divide emerging in customer experience (CX) and leaders are being presented with the opportunity to blaze a trail forward with Conversational AI to set themselves apart in their service experience.
Conversational AI presents the opportunity for companies to harness new technology in a low-risk, high-impact environment. Embracing these new possibilities makes it possible for CX leaders to deliver enhanced and effective service at scale.
During this Tech Forum, you will be guided through the steps and considerations needed to build your very own AI assistant. Participants will walk away appreciating how simple and risk-free it can be to deliver big CX wins.
Join us as we explore:
Don’t miss this opportunity to bridge the Conversational AI divide and unlock the full potential of AI assistants in revolutionizing your CX.
In today’s remote work environment, organizations must not only hire the right talent but must also leverage technology to effectively manage and improve the employee experience (EX) throughout the agent life cycle.
To boost agent experience and reduce cognitive load, leading organizations are:
In this 90-minute session, we’ll explore how to best empower remote employees and motivate them to foster collaboration amongst themselves as well as with managers. With effective strategies in place, companies will see higher ESAT, engagement, and retention from happy and productive team members.
As you build onboarding for new hires, getting your agents to a place of confidence and proficiency can often be a challenge, especially in a hybrid workforce environment.
In this interactive session, we will reveal key findings on CX preferences designed for today’s consumers and what experiences they truly expect when contacting your brand for support. Find out why driving higher speed to proficiency with new hires is the top metric for delivering the experience your customers expect and deserve.
The hybrid workforce is here to stay. Learn insights into why companies are losing customers and market share by not having effective onboarding. While companies shifted to ‘virtual learning’ due to need, most lack a cohesive and scalable training and onboarding strategy for new hires in a global hybrid workforce.
In this session you’ll learn:
Jack Meek currently leads customer care operations at GoDaddy, the world’s largest services platform for entrepreneurs around the globe. GoDaddy’s mission is to empower their worldwide community of 20+ million customers — and entrepreneurs everywhere — by giving them all the help and tools they need to grow online. With 21M+ customers worldwide and 84M+ domain names under management, GoDaddy is the place folks come to name their idea, create a compelling brand and a great looking website, attract customers with digital and social marketing, and manage their work. Jack is responsible for developing and executing the future global care strategy that will continue to differentiate GoDaddy as the advocate of small business success throughout the world.
Jack is an influential change leader who has a passion for technology, innovation, and seeing people succeed. His foundational expertise and passion for building a solid employee and customer centric culture started at MCI where he was repeatedly recognized for record-breaking performance & leadership achievements. He then went on to help build and consolidate large-scale customer service and sales organizations at in the Telecom and Retail Energy space. Jack has successfully transformed and maintained customer operations and sales organizations of all sizes and across many different industries. He spent several years as a senior leader in the Business Process Outsourcing (BPO) industry helping multiple clients such as Verizon, Sony, and T-Mobile achieve their customer outcome goals.
Jeff is a passionate advocate for Customers and designing frictionless experiences for them. He began his career in Marketing in 1991, as a call center agent, while attending the University of Wisconsin, Madison and studying Communication Theory and Research. The first eight years of his career included multiple call center operational roles. Following his first eight years in operations, Jeff spent 10 years in the Omnicom family in both the US and the UK/Europe with multi-channel responsibility for Client Services and Program Strategy in a variety of verticals including Telecom, Energy, Media and Non-Profit. He currently serves as the VP and GM of Listener Care for SiriusXM with responsibility for all live customer interactions. His scope includes partnerships with 16 BPOs, in nine geographies, representing more than 60 support center locations.
Bill Colton is the Co-Founder and CEO of Global Telesourcing, a premium provider of digital and voice customer experience and sales solutions for some of the largest and most recognizable brands in the US. Using native-speaking English agents who spent their formative years living in the US, their workforce is as bi-cultural as they are bi-lingual. Global Telesourcing serves clients from centers in both Monterrey and Leon, Mexico, as well as work-from-home.