INSIGHT NANCY RADEMAKER - ECA INDUSTRY FORUM 2023
overnight. It takes a lot of time, and it takes a lot of energy from every single person in the company. It's not a project where you can tick the box. You don't perform a cultural shift in six months. It's an ongoing thing. And I think it's very much worth doing because your employees become your ambassadors, which is another thing that companies tend to forget. Yes, your customers can be your ambassadors, but if your employees talk about your brand and about your organisation in a positive way, that's very powerful.
How does culture differ from a code of conduct? And is 'culture' a document that you ‘print and share’ around the business? Is it tangible like that?
Core values are not a set of words on a poster - that's not going to cut it. Yes, it is crucial that everybody knows them and stands by them. But that's also where I see things go wrong. I've seen multiple rebranding projects within companies seeking to instil new core values. Well, you can't just create new core values since it's something that needs to be embedded within the whole of the organisation. Plus, who is setting these values? My belief is that they should be set from the bottom up, as opposed to top down.
Core values are not a set of
words on a poster - that's not going to cut it. Yes, it is crucial that everybody knows them and stands by them. But that's also where I see things go wrong. I've seen multiple rebranding projects within
companies seeking to instil new core values. You can't just create new core values since
it's something that needs to be embedded within the whole of the organisation.
Companies also need to be explicit in terms of what behaviours aligns with their values. For example, Netflix call themselves a no rules, rules company. Everybody needs to understand what that means. What are the rules (or with Netflix, the non-rules) and how should you follow and interpret them. Most organisations share their core values on their website. I think that's fair because it's next to your mission and vision statements. It's what defines you as a company.
Do you advise companies to conduct a poll to find out the percentage of 'not engaged' and 'actively disengaged' employees?
I think an employee survey that is being taken once a year is not going to do the trick. It's here that technology can really help. Many companies are utilising simple mobile phone apps, whereby employees every morning tap an emoji to express their satisfaction levels. Tey have slightly different questions to answer every single day. Tere's a company in the US that uses an algorithm to monitor public channels for Slack comments, listening for certain phrases and keywords, and it also checks the emojis that are being used. It then accumulates all the data per team, so that it cannot be tracked individually, and they monitor the team's morale every single day.
From a human-to-human perspective, listening is crucial. Many leaders tend to forget that it's still a human-to-human business, and that you need to make sure that they know what's going on with the people in their team.
During your keynote you discussed the intersection point between customer experience and employee experience, using the CX and EX terminology to create CEX. What is CEX?
In this age of technology, lots of organisations have changed, but we as humans have changed as well. It's part of what I describe as the 5 i's, each a characteristic of what makes us human: informed, individualistic, impatient, intuitive, and influenced.
Each of these characteristics are either new or have become more prominent, but they're crucial when we think of how to deliver better customer experience. And the reason that we want to deliver better customer experiences? In my view, it’s one of the main things we can learn from the big disruptors out there. Stop focusing on the product; the starting point is the customer. Jeff Bezos said about Amazon: “We start with the customer, and we work our way backwards.” I think it's a valuable lesson we can learn from these disruptive companies.
If that's what you do, if you want to start with the customer, of course you need to start with those new characteristics too. And that's how I tailored my speech. You must understand the new characteristics so that you can both change and augment the customer experience. Once you become more informed, you need to be more transparent in areas that matter to the customer, from security to privacy, pricing, and sustainability. For the casino industry this would also include Responsible Gambling.
It's about personalisation because we're individualistic in nature and crave personalised experiences. It's also about convenience and speed because we're so impatient. It's about evoking emotions, because we're so intuitive. And finally, because we are so influenced, it's about making sure that you create these experiences
WIRE / PULSE / INSIGHT / REPORTS P75
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