Your Selections

During the event, you will participate in three of the roundtable topics below. Please indicate your topics of interest in order of preference. In the event that there are no spaces on a preferred table we will allocate an alternative choice, therefore please select your top five. We will email you your confirmed agenda one week prior to the event.

Description of each of the roundtables can be reviewed below.

Scroll to the bottom of the page to make your selections.

Achieving Omni-Channel Experience

The idea of ‘omnichannel’ has been floating around for a while and organisations are realising this is one of the most complex challenges they are facing. We’ve seen significant shifts in online and offline behaviour over the past few years and organisations are struggling to keep up with these shifting expectations. Every business is being forced to think of their omnichannel strategy and truly define what being omnichannel means to them.

The session will be facilitated around the following key conversation points;

What does it truly mean to be omnichannel in your organisation? What is your business trying to achieve by being ‘omnichannel’? How are different parts of the business viewing or defining this?

Which parts of the business are being engaged in this initiative? Is this simply a technology play, sales & marketing strategy and how does this fit into the overall customer experience strategy?

What internal roadblocks and cultural barriers are being faced by you in this journey? How are senior executives aligned with such initiatives and how are they supporting it

What external factors are forcing the urgency of this initiative? Are behavioural shifts in consumers driving this more than competitive pressures?

How much of this is being driven by the Voice of the Customer and Consumer/Customer Insights?

Business Case Insight, Strategy & Success for Investment in CX/UX

Does your organisation truly understand the value of satisfied customers? What would the financial consequences be to your company if the customer experience decreased?  What if it increased? How does customer experience impact your companies costs and revenues?  

Understanding the business case, identifying opportunities and creating successful strategies for investment into Customer Experience/UX is key to understanding the value of customer experience changing within your organization. 

The session will be facilitated around the following key conversation points;

What is your current method to determine how much to spend on Customer Experience? 
Does your organization place a financial value on satisfied customers? 
Who are the people (roles/seniority) that you need to convince to invest in Customer Experience/User Experience?  What are their KPIs and how can you map CX/UX to those?  How can you increase revenue or decrease cost? 
Do you have a way of measuring the value to you of providing a good user experience? How do you use analytics to support your business case?  
What’s the best way to benchmark your current user experience and how can it assist the business case?  Would comparing your competitors experiences assist your business case?  
What are your opportunities to identify UX Goals and measure them through qualitative (e.g. usability testing) and quantitative methods (e.g. surveys and analytics)? 
Identifying your “customers”: How does creating the business case change if the audience changes; Internal projects vs B2B vs Consumer Facing? 
Are there different approaches to getting a business case for public facing information vs self-service functionality? 
How does the business case change for a project to enhance the user interface compared to re-engineering the experience (and business processes) around a customer-centric approach? 
Should some companies forget about CXP and just focus on price, product, place and promotion? 
What’s the business case for using an external UX agency vs building an internal user experience team/capability?  What’s the tipping point? 
How can you showcase the impact of the customer experience across channels to improve the business case?

The future 

How do you see the importance/value of customer experience changing within your organisation? 
What business processes/workflows need to change to allow the opportunity for better customer experiences? 
What information/tools/skills do you need to create a better business case?   How can you access this information/tools/skills?

Moving the Needle on Employee Experience to Drive Customer Experience

Investing in your Employee Experience is as equally important as investment in your Customer Experience. It is essential that businesses create conditions which are conducive to enhancing the employee experience. Regardless of the scale, products or services that an organisation offers, there is a direct link between employee experience and the bottom line. Organisations that deliver on customer experience strategy, lead in the management of their employee experience.  

The session will be facilitated around the following key conversation points;

What are the key pillars of your Employee Experience strategy? How did you develop this and what structures are in place to sustain the journey?
In your organisation, which key stakeholders are pivotal in ensuring success of your Strategy? How do you secure investment? What obstacles have you experiences and how did you overcome these?
What hygiene factors are essential in managing the Employee Experience? How do we ensure we are getting the basics right?
What are the key touchpoints or milestones in the Employee Experience Roadmap? Are you as equally intentional about Employee Experience as Customer Experience?
What is the one improvement you could make to your Employee Experience that will have the greatest impact? Where are you on this journey?
How do you tangibly measure and link Employee Experience to your Customer Experience Metrics? How do you demonstrate a return on investment?

From Customer Centric to Customer Obsession

When thinking about accelerating Customer Experience in our organisations we often look to our Culture.  Employee experience is the new black in the world of CX but what does this really mean for us as practitioners. If you are serious about creating Customer obsessed employees how do you make this happen?  What about the blurry lines of accountability between HR/CX?  How do you nurture a culture that puts Customer first, whilst balancing risk and performance outcomes?

The session will be facilitated around the following key conversation points;

On a scale of ‘customer centric’ to ‘customer obsessed’ where are you today?
Many of us are undertaking digital transformations, how are you factoring employee experiences through this transformation?
Given a customer obsessed culture is primarily driven by levers that sit with HR (recruitment, rewarding, development etc) how do you manage the blurry lines of accountability?
If you were going to give advice to someone who is about to start their journey to accelerate CX through their employees – what would be your number one priority?
As the pendulum is swung towards Customer Experience in your organization, it can be a challenge to find a balance of risk and performance outcomes.  What are you doing to help balance this?
There are 3E’s (engagement, enablement and experience) in the CX secret sauce. How are you enabling employees to be obsessed about their customers?

Aligning Customer Experience Metrics to the Right Outcomes

When we think about the traditional way of measuring customer experience success, our first go-to are usually outcomes of the financial nature. And this is perhaps now considered to be a ‘traditional’ view on aligning customer experience, using financial outcomes as a measure of success. In an ever-changing world of customer experience, we have most recently witnessed some additional examples of how having the right outcomes, in particular, the right customer outcomes can help the business become more sustainable.

The session will be facilitated around the following key conversation points;

How are you currently aligning customer experience?

Is the organisation “bought-in” on that?

What are the “right” outcomes to measure the success?

In the recent royal commission hearings there has been a heavy focus on driving ‘customer outcomes”, this means a step change from financial outcomes to prioritising the customer, how does this fit within your current state?

What would this mean for your organisation?
How would your business need to re-align on this?

Driving Transformation and Improvement from NPS

It’s time to move away from the basics and unlock the power of Net Promoter Score (NPS), in a true improvement sense and drive value for your customers.  NPS is a metric many of us have come across and continue to encounter daily, often criticised for being ‘just a number’. But what if NPS could be more than just a number? NPS and your measurement system can be a powerful metric for driving improvement and transformation of customer experience. It’s just a matter of how you apply it to your organisation. 

The session will be facilitated around the following key conversation points;

How do you currently track NPS? 
Can NPS be tied to actionable insights? 
How well does your organisation understand your ‘customer story?’ 
What would happen if you applied true root cause analysis to your metric? Would you uncover more actionable insights? 
How certain are you that your measurement system is accurate in identifying key customer opportunities?
How well do you think NPS is understood within your organisation?
Does your organisation truly understand what this metric is telling you?
What are the types of roles needed for true transformation of customer experience?
Is improvement down to understanding NPS or just simple delivery and execution?
What should you start with?
What are the types of skills needed to unlock the power of NPS?

Customer Data, Insight & Analytics

With the abundance of customer data from multiple customer touchpoints now available, in theory, the ability to uncover actionable customer insights is well within the grasp of CX professionals. In practice, gaining a true understanding of your customers’ needs that leads to measurable activity plans, is a different matter. 

The session will be facilitated around the following key conversation points;

How analytics and core customer data can be transformed into actionable insights.

Different tactics for gathering and analysing data across your customer touchpoints - and how effective they are for different channels.

How are we dealing with survey fatigue?

How we measure the what and the why – how do we go deeper in understanding the emotional drivers for our customers’ rational actions?

How we can use customer data to demonstrate the effectiveness of CX activity.

How data and insights can be used to inform and educate our colleagues and drive actionable internal change.

The Application of Emerging Technologies to Improve CX and Deliver Business Outcomes

Through the emergence of new technologies such as VR, chatbots, voicebots and the Internet of Things, the way in which brands and organisations can interact with customers is changing exponentially. In this round table discussion, learn from your peers the best way to start using emerging technologies to improve the customer experience and deliver business outcomes.

The session will be facilitated around the following key conversation points;

Importance of starting with the customer problem/opportunity first rather than the technology
Types of emerging technologies and customer experience use cases
Experimentation and ongoing learning
Cross discipline teams and working models
Lessons learnt

CX in Government

Is CX as important in Government as it is in the commercial sector? We in (all levels of) Government have different drivers – CX in Government is not driving customer loyalty or (necessarily) impacting the bottom line. But getting the customer experience right is one of the key means to achieve better outcomes, to meet customer expectations and to build trust in Government (where service delivery agencies are often the users’ only engagement with their Government). It should also be a key core principle of public service.

The session will be facilitated around the following key conversation points;