She goes on to explain that rather than the employee being the sole responsibility of HR, the approach to EX should be a mirror of the way that companies approach thinking about the customer.
“It’s all about, essentially, putting the people first. So, whereas the goal of CX improvement is to get that customer loyal to a brand and to buy more and recommend that brand, with EX it’s how can we get the people that work for you to bring their best selves to work, and give their attention so that they can really work to the best of their ability?”
Lindemann emphasises the fact that more engaged employees can deliver more valuable experiences for customers. However, EX isn’t a silver bullet.
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“Essentially, if we’re saying most transformations fail because we don’t consider people, and now we’ve got a process or a discipline [for people] – is that going to be the answer? Yes and no,” she concluded.
“When we’re thinking about transformation, what makes up the reasons why it fails? Very often the moments that matter are often day-to-day and sometimes even hour-to-hour, and ultimately, smaller everyday behaviours ladder up to bigger cultural challenges.”
Again, Lindemann said that it boils down to culture – and the shared beliefs, values, and practices – that are impeding CX innovation and transformation efforts. What’s more, she said it’s actually about ‘sweating the small stuff’.
“Culture isn’t a monolithic thing. It’s lots of interactions. And so actually thinking about trying to solve an overarching lifecycle is a great thing to do, but it may not necessarily pick up the kinds of things that are actually the challenge.”
Lindemann cited one unnamed example of a large brand that did all the legwork for CX transformation – the training, the upskilling, and building the centres of excellence – and yet nothing changed.
Ultimately, it turned out that the root issue was employee confidence. “It was the fact that so much of the way that things had been rolled out [such as training]… was so daunting that it was incredibly difficult to navigate,” she explained.
“So really, rather than looking at the solution for ‘how do we fix people’, [it’s about] looking at – rather than top-down transformation – identifying those root causes and driving change from the bottom by removing one blocker at a time.”
Lindemann also mentioned DBS Bank, a well-known case study of how sweating the small stuff can help transform a business. Despite a strong company culture and vision, DBS identified a particular productivity issue.