Sunil TanukuSunil TanukuJune 29, 2020


In this technological environment, everyone would agree that customer experience always has a competitive advantage and is paramount for any organisation to be successful in the marketplace.

The seamless availability of data paired with modern and digitalised ways of accessibility has made it easier for anyone to obtain data at their fingertips. Every customer not only needs efficiency but also deserves and demands customer experience. It is extremely important to the sustained growth of a business.

Anything positive in this space would lead to better marketability in the form of success stories and brand loyalty and profitability in terms of revenue generation.

As organisations transform themselves into an agile driven environment, the implementation de facto is infact not easily understood. The buzzwords around Agile are prevalent these days, but the applicability of customer experience methods and practices are something not every organisation picked up.

Let’s evaluate the buzzwords in detail to understand them more and how we can implement customer experience to it.

As everyone understands the term “agility” which is a means to achieve faster results in shorter turnaround times with no compromise to quality and better risk mitigation, when it comes to customer experience it means increasing the frequency of communications and collaborations through establishment of continuous listening, prioritisation and iterative execution methods to drive efficiency, quality and customer satisfaction.

In a way, “Agile” helps to make customer experience more effective. Increasing the frequency of communications will help to drive iterative nature of gaining customer feedback through Voice Of Customer (VOC), improved collaborations through establishment of continuous learning practices via closed loop systems and awareness of new CX tools, prioritisation and iterative execution methods through developing models to drive predictability and behavioral analysis with relative measurements for the customer would help greatly.

How do we implement customer experience in Agile driven environment?

There are 3 levels where these can be blended effectively into the current framework: strategic, tactical and operational.


When we talk about implementation, we need to talk about maturity as well. Maturity of an organisation is an extremely important aspect to consider when it comes to implementation of agile customer experience.

No matter the relative size of the organisation, the maturity scale differs in terms of where the customer is positioned currently.

How do you drive the right combination of agile customer experience with maturity?

The first thing before anyone decides to implement agile customer experience is to assess the scale of maturity of that organisation. This can be measured through plotting the customer to see which phase they fall in the scale of journey towards maturity. The phases that are relevant to maturity are:

  • Initial (a.k.a current state),
  • Managed (a.k.a augmented and controlled),
  • Standardised (a.k.a common practices & standards),
  • Optimised (a.k.a predictable) and
  • Differentiator (a.k.a innovative).

The level of customer experience you implement for any organisation varies by each phase and what levers you apply to drive them from one phase of maturity to another. There is no “one size fits all” model that can be employed for this.

Some of the foundational elements are required by the organisation to go through this journey – commitment, adaptability, dedication and openness to change

There is a growing demand for early adopters who wants to harness the power of Agile and the customer centricity that can be build around that. Early strides by these companies are paying off big time and highlights customer experience in agile environments at the forefront of their success.

In the coming years, customer expectations will continue to evolve – likely faster than we ever imagined so companies that have not through this yet, will have to pick up pace faster than anticipated to stay competitive.

Interesting links:

Olga PotaptsevaOlga PotaptsevaMay 11, 2020


Back in January I was getting ready to present at a conference in London and the subject of my talk was going to be examining global social trends and their future CX impact. 

Naively, we thought we could measure, forecast, and quantify major social and economic trends. Until the unexpected happened…

The truth is though, any business and any CX team always operate under pressure from the unstructured external environment, unpredictable events, risks, and change. Over the past 10 years business planning and transformation cycles at least halved, ‘clear’ strategies get reversed mid-year and planning your CX initiatives is only relatively accurate at best.

So, how on Earth are you supposed to demonstrate tangible results from your CX projects when everything seems to change at the speed of light and there is never enough time, resources or people?

Consider the 7 pillars of agile CX management. Applying them to most common CX challenges, such as demonstrating ROI, creating a collaborative customer-centric environment and achieving management buy-in, delivers 3-4 times faster project execution, easy team re-focus supported by clear rules and work practices as well as reduced stress due to frequent feedback and continuous change management.

7 pillars of agile CX management:

Do this every year

1. Business strategy mapping

Your CX strategy should stem from and support the overall business strategy. Understanding your (evolving) business goals will ensure your team is clear on priorities, decision making is fast and reliable and CX projects get the investment, buy-in and attention they require. At the time of crisis business strategy may change which will require an emergency review of your CX projects and tasks.

Do this every month

2. Project maps

This is where you describe your main CX projects using a specific template that includes goals, purposes, success criteria, timing, risks and dependencies. You will map the main project stages and ensure to add a monthly status report and next steps, linking it to your tasks.

Do these 2 things every week

3. Weekly 1-1.5h progress & planning

This meeting is to set goals for the week by discussing what needs to be done, potential risks and first steps, as well as reviewing any tasks in progress. It is good time to discuss the status, next best action, and any learnings from completed tasks. We use it as an excellent team motivation tool with team members seeing themselves positively for achievements and achievable goal setting.

4. CX KPIs board

This is an excellent instrument for CX leaders to track how your tasks contribute towards achieving results in strategic CX projects. As an example, one of your projects could be to demonstrate contact centre cost reduction coupled with customer satisfaction improvement on at least 5 projects this year.

You may have planned a number of tasks, such as journey mapping to achieve this. The CX KPIs board allows you to track how each of the tasks advances you to the overall project success and prompts to re-focus effort if needed.

These 3 things you should do every day

5. Fill in a task board (we use Trello)

An online task board is a single repository for all ideas that ensures nothing is lost in notebooks, coffee stained pieces of paper or by the water cooler. It is visible to all team members ensuring full transparency and avoiding duplication.

For maximum effectiveness CX leaders use a task board up to 5 times a day to capture all, even very minor tasks! The task board should be used in 15-minute morning briefings and weekly progress & planning.

6. Use a template for setting tasks

In our CX Implementation Toolkit we always recommend using a specific template for setting tasks that ensures the task is aimed to achieve a specific result and everyone is clear as to why we are doing it, how  and by when we shall expect the outcome.

A badly written task (that I often see coming out of CX maturity assessment sessions) would be to map customer journeys. You can make it into an effective one: Organise a groups of 5 colleagues from Marketing, Service, Customer Experience, Finance and Distribution by 10th of June to map 3 priority customer journeys (X,Y,Z) that have the biggest impact on customer value.

A good tip is to ensure a task always starts with an action verb, has more than 5 words and will be as clear if revisited in 2 years’ time.

7. Conduct a daily 15-minute morning briefing

A morning briefing will help you gather all valuable ideas and understand any changes without disruption to the much-needed focus during the day. You will be able to eliminate instances of ‘This new product is totally going to rock, let’s discuss right now’ or ‘We should set up a fund for our contact centre agents for ‘gestures of good will’, let’s work on it once we have some time’ and ‘We wanted to interview that customer, but I thought it was due next week’.

A morning briefing is a quick review of what has been done yesterday, what is planned for today and any known obstacles.

By introducing the structure and the rigour of project management into you CX, you will combat uncertainty, ensure your projects fit in with the business strategy, are supported by meaningful tasks that get executed quickly. This will demonstrate tangible results 3-4 times faster and secure the buy-in from stakeholders, colleagues, and immediate team members.

Please support us in CX Maturity assessment across the world by filling in this 7 minute survey:

All contributors will have a chance to register for a free report within the survey.

Inform. Inspire. Include.
A free way to improve your business.

Customer Experience Magazine is the online magazine packed full of industry news, blogs, features, reports, case studies, video bites and international stories all focusing on customer experience.



UK Trademark UK00002648900

EUIPO Trademark 018131832

Contact Information

For article submissions:
Paul Ainsworth

For general inquiries, advertising and partnership information:
Tel: 0207 1932 428

For Masterclass enquiries:
Tel: +44 20 86385584

Customer Experience Magazine Limited
Company number: 12450532
International House, 24 Holborn Viaduct,
United Kingdom, London, England, EC1A 2BN


Find a job in customer support with Jobsora