When Ingrid Lindberg first began her work under the official
title of "customer experience officer" at Cigna Corp. in 2007, as the
first CXO in the health care industry, she recalls her internet search for
other CXOs turned up three names, including herself. Now that number has grown
exponentially, but she tells AIS Health there's been surprisingly little
headway by health plans in a field that can produce measurable improvements in
employee engagement, customer retention and business profits.
Lindberg views it this way: "Massive amounts of customer
experience people are tackling little bits and pieces, not figuring out how to
get corporate buy-in," so they're not achieving a great impact.
She says the use of "journey maps," showing how people
experience certain steps required to do something in an effort to make their
experiences better, "just gives you bits and pieces that don't add up to
the whole." Instead, she suggests using a broad, multi-pronged approach:
- The first step is making sure the company's purpose
helps to solve its customers' needs.
- Next is "to align the actual values" of the
company, and introduce the idea of the customer into those values.
- This is followed by ensuring that the company's
corporate strategy includes customer experience among its
"pillars."
- Next is "an incredibly deep dive" on the
voice of customers.
- The final step is getting the executive team's buy in.
"All of the steps, except finding the voice of the
customer, are about making customer experience a part of the company…and
putting it into the operating model of the company instead of being an outsider
looking in — and companies aren't doing that," she says.
From Health Plan Weekly
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