Guide to Organizational Culture Change (Infographic)

We regularly help companies create cultures that are more customer-centric.  So it seemed like a fun idea to create an infographic on the topic. Enjoy! You may want to see a video we created about customer-centric culture or the report, Employee-Engaging Transformation.

You can download (and print) this infographic in different forms:

The bottom line: The customer experience you deliver is a reflection of your culture

Free eBook: 25 Tips For Tapping Into Customer Emotions

1609_ebook_25emotiontips_finalAs part of our CX Day celebration, we’re giving away this free eBook: 25 Tips For Tapping Into Customer Emotions.

Here’s the executive summary:

Emotions play an essential role in how people form judgments and make decisions. Consequently, a customer’s emotional response to an experience with a company has a significant impact on their loyalty to that company. To help you improve your customer experience, we’ve compiled a list of 25 examples from companies who are tapping into customer emotions, which you can emulate at your own organization.


The eBook contains 25 tips across four areas: Experience Design, Organizational Personality, Organizational Empathy, and Customer Segmentation.


The bottom line: Apply these lessons to tap into your customers’ emotions

Infusing Humanity Into CX, Discussion With Barry Schwartz

It’s CX Day in New Zealand, so that’s reason enough to kick off Temkin Group’s CX Day celebration. I can’t think of a better way to start CX Day in The Year of Emotion, then to share my Q&A with Barry Schwartz.

During this one hour video focused on Infusing Humanity into CX, we discuss some of Barry’s key findings about people and happiness, and explore what it means for customers, employees, and leaders. Sit back and enjoy the discussion, and then follow the links below for more information.

In case you don’t know Barry (and you should!), he’s the Emeritus professor of psychology at Swarthmore College, and has spent forty years thinking and writing about the interaction between economics and morality. 

This Q&A was a real pleasure for me, because Barry has heavily influenced my thinking over the years. He’s one of the key thought leaders of our time, and I believe that all CX professionals (and all leaders) can learn from him.

Here’s some of Barry’s work that we discuss:

Here’s some of our research that we discuss:

The bottom line: Thank you Barry Schwartz!

Employee Engagement Primer (Infographic)

One of Temkin Group’s four CX core competencies is Employee Engagement. That’s why Temkin Group put together an Employee Engagement Resource Page and developed this infographic.

You can download the infographic (or poster) below. I hope you enjoy it.

1609_Employee Engagement Infographic

Here are links to download versions of the infographic:

1609_Employee Engagement Poster Poster (18′ x 24″) in .pdf file or in .jpg file

1609_Employee Engagement Infographic Infographic in .pdf file or in .jpg file

The bottom line: Good things happen you engage your employees.

What Drives Employee Turnover? Not Compensation

Why do employees leave their companies for another job?

To examine this question, I tapped into our Q3 2015 consumer benchmark study which included more than 5,000 U.S. full-time employees. The analysis compared two groups of employees, those who were likely to look for a new job in the next six months and those who were not.

Compensation does not appear to be a significant driver, if one at all. As you can see below, employees who do not believe that they are fairly compensated are not much more likely to look for a new job than those who feel that they are appropriately paid.

The most significant drivers of an employee looking for a new job is how they feel about the work that they do and their pride in their company.


The bottom line: Employees want meaning in their work.

Report: State of Employee Engagement Maturity, 2016

1607_StateOfEE2016_COVERWe just published a Temkin Group report, State of Employee Engagement Maturity, 2016. Here’s the executive summary of this annual review of employee engagement activities, competencies, and maturity levels for large companies:

Engaged employees are critical assets for any customer experience effort. As engaged employees are critical assets, it’s not surprising our data shows that customer experience leaders have more engaged employees than their peers. To understand what companies are doing to engage their employees, we surveyed more than 150 large companies and compared their responses with similar studies we’ve conducted in previous years. We found that two-thirds of companies survey their employees at least once a year, but that less than half of executives consider it a high priority to act on the results of that survey. We used Temkin Group’s Employee Engagement Competency & Maturity (EECM) Assessment to gauge the maturity levels and efforts of these companies across our five competencies, called the “Five I’s of Employee Engagement:” Inform, Inspire, Instruct, Involve, and Incent. We found that only 12% of companies have reached the top two levels of maturity, Enhancing and Maximizing, which is a drop from 2015. The lack of a clear employee engagement strategy remains the number one obstacle that companies face. We also compared companies with above average employee engagement maturity to those with lower maturity and found that employee engagement leaders enjoy better financial results than their counterparts with less engaged workforces.

Download report for $195

Here’s one of the 17 graphics:


Here’s a link to the 2015 study.

Download report for $195

The bottom line: Companies should invest more in employee engagement.

Modernize Leadership: Shifting 8 Outdated Management Practices


Over the previous decade, I’ve had the opportunity to work with and study thousands of companies. One of the things that I’ve noticed is that the world has changed a lot, but organizational management has stayed substantially the same.

Technology has enabled entirely new practices and we’ve developed a much deeper understanding of what drives human behaviors and business success. But these new realities have not been translated into how leaders run their companies. Instead, management techniques continue to reflect outdated assumptions such as:

  • Mainstream economics works on the assumption of Homo Economicus, a model of people as rational self-interest maximizers. So “agency theory” informs management that employees can’t be trusted to act on behalf of the firm and, therefore, controls must be put in place to align their efforts.
  • Strategic planning cycles (annually, quarterly) have been established based on a constraint of limited data availability. When these processes and cycles were initially created, it was impractical to more frequently pull together meaningful insights about the business.
  • Management focus has been driven by economists like Milton Friedman who argued that corporate officials have one core responsibility: making as much money as possible for their shareholders. But the value that a company creates comes from a combination of resources contributed by different constituencies (not just investors) who’s returns should also be maximized, especially employees who contribute their knowledge and skills.

While these underlying assumptions aren’t necessarily discussed explicitly, they frame the basic structure of today’s approach to management. Well, it’s time to Modernize Leadership. We need to redefine how we run organizations based on the realities of today, which will require more inspiring leaders in the future.

To help make the shift, I plan to write individual posts that describe eight key shifts required to modernize leadership. In those posts I’ll describe the move from:

  1. Command and Control to Engage and Empower
  2. Strategize and Plan to Learn and Adjust
  3. Amass and Review to Detect and Disseminate
  4. Measure and Track to Observe and Improve
  5. Goals and Objectives to Purpose and Values
  6. Problems and Solutions to Strengths and Appreciation
  7. Process and Projects to Culture and Behaviors
  8. Price and Features to Experience and Emotions


The bottom line: Let’s Modernize Leadership together!

Report: Employee Engagement Benchmark Study, 2016

1602_EEBenchmarkStudy16_COVERWe just published a Temkin Group report, Employee Engagement Benchmark Study, 2016. This is the fifth year that we’ve published the benchmark of U.S. employees. The research is based on an online survey on Q3 2015. (Take a look at our Employee Engagement Resource Page).

Here’s the executive summary: We used the Temkin Employee Engagement Index to analyze the engagement levels of more than 5,000 U.S. employees. We found that employee engagement has stayed relatively flat since last year, but engagement levels still vary by organization, industry, and individual. Companies with stronger financial performances and better customer experience have employees who are considerably more engaged than their peers. Our research also shows that out of all the industries, the construction sector has the highest percentage of engaged employees, while the retail sector increased the most since last year. We additionally found that companies with 501 to 1,000 employees have the highest percentage of engaged employees and companies with 10,000 or more employees have the lowest level of engagement. On an individual level, our research shows that employees who are highly educated, high-income earners, executives, male, and have very good bosses tend to be the most highly engaged. Given the significant value of engaged employees, we recommend that companies improve engagement levels by mastering our Five I’s of Employee Engagement: Inform, Inspire, Instruct, Involve, and Incent.

Download report for $195

Here’s what we found when we examined year-over-year results for the Temkin Employee Engagement Index:


Here are some other findings from the research: Read more of this post

Report: Benchmarking HR’s Support of CX and Employee Engagement

1602_HRinCXBenchmark_FCOVERWe published a Temkin Group report, Benchmarking HR’s Support of CX and Employee Engagement.  We surveyed 300 HR professionals from large organizations in North America and compared the results to a similar study we did in 2012. Here’s the executive summary:

Employee engagement is a critical component of customer experience (CX). To determine how effectively human resource (HR) departments support these engagement efforts, we surveyed 300 HR professionals from large companies and compared the results to a similar study we conducted in 2012. Seventy-three percent of HR professionals believe that it’s very important for their organization to become more customer-centric, but only 31% believe that HR professionals are significantly helping these efforts. The good news? That’s more than twice the level of HR support we found in 2012. Compared with 2012, companies are both measuring and acting on employee feedback more frequently, and HR professionals have more bandwidth to work on employee engagement. When we compared the companies that deliver outstanding customer experience with the companies that don’t, we found that the CX leaders have better financial performance, enjoy higher levels of engaged employees, are more customer- and mission-centric, have HR groups that are more actively involved in CX and employee engagement activities, and more frequently measure employee feedback. To improve employee engagement, companies must master the Five I’s of Employee Engagement: Inform, Inspire, Instruct, Involve and Incent.

Download report for $195

Here’s one of the 25 figures in the report:


Here are some other findings in the research: Read more of this post

Report: Lessons in CX Excellence, 2016

1601_LessonsInCXExcellence_COVERWe just published a Temkin Group report, Lessons in CX Excellence, 2016. The report provides insights from eight finalists in the Temkin Group’s 2015 CX Excellence Awards. The report, which is 100 pages long, includes an appendix with the finalists’ nomination forms. This report has rich insights about both B2B and B2C customer experience.

Here’s the executive summary:

This year, we chose eight organizations as finalists for Temkin Group’s 2015 Customer Experience Excellence Award. The finalists for 2015 are EMC Global Services, Hagerty, InMoment, Safelite AutoGlass, SunPower, The Results Companies, Verint, and Wheaton | Bekins. This report provides specific examples describing how these companies’ CX efforts have created value for both their customers and for their businesses. We also highlight best practices across the four customer experience competencies—purposeful leadership, compelling brand values, employee engagement, and customer connectedness. We have included all of the finalists’ detailed nomination forms at the end of this report to help you compile examples and ideas to apply to your own CX efforts.

Download report for $195

Here are some highlights from the finalists: Read more of this post

A Look Back At “The Year Of The Employee”

As we start moving ahead in 2016, The Year of Emotion, I wanted to look back at last year’s theme.

logoIn our listing of customer experience trends for 2015, I labeled 2015 as “The Year of the Employee.” To help accelerate the focus, we created our Engage Employees campaign. I hope that you were able to find ways to focus on your employees last year, and that those efforts continue into the future.

Here is some of the relevant content that we created in 2015:

The bottom line: Employees are critical for customer experience success.

Report: B2B Customer Experience Best Practices

1510_B2B CX Best Practices_COVERWe published a Temkin Group report, Business-to-Business (B2B) Customer Experience Best Practices. This report provides data on the state of customer experience (CX) in B2B as well as 20 CX best practices across five critical B2B processes. Here’s the executive summary:

Temkin Group research shows that although business-to-business (B2B) organizations are raising their customer experience (CX) ambitions, they still have a way to go before achieving their goals. Despite the fact that most large B2Bs have a low level of CX maturity, our research shows that 57% of them aspire to deliver industry-leading customer experience within three years. However, to improve their CX, B2Bs must master Temkin Group’s four customer experience core competencies: Purposeful Leadership, Compelling Brand Values, Employee Engagement, and Customer Connectedness. Our research uncovered 20 practices that B2Bs can emulate when applying those competencies across these five key business processes: sales and account management, implementation/project execution, support and issue resolution, partner alignment, and product management and innovation. To assess your organization’s CX maturity, use Temkin Group’s Customer Experience Competency Assessment and compare the results to data from other large B2B firms to chart your path to improvement.

Download report for $195

The report examines the state of B2B CX, including the results from large companies that completed Temkin Group’s CX Competency & Maturity Assessment:


To help B2B organizations raise their CX maturity, we identify 20 best practices for mastering Temkin Group’s four customer experience core competencies: Purposeful Leadership, Compelling Brand Values, Employee Engagement, and Customer Connectedness. These practices are aligned with five key B2B activities: sales and account management, implementation/project execution, support and issue resolution, partner alignment, and product management and innovation:


Download report for $195

100 Customer Experience Tips in 105 Characters (Or Less)

I’ve decided to take on a personal challenge: Tweeting (@btemkin) a new customer experience tip for 100 straight days.

100CXtips_v2After accounting for the overhead in each tweet (like links back to this post), I’m only left with about 105 characters. Hopefully I can keep up the pace and pack insight into that limited space. I’ll be using the hashtag, #CXtip, so you can follow me on twitter (or just keep coming back to this post).

The tips will cover the four customer experience core competencies: Purposeful Leadership (PL), Compelling Brand Values (CBV), Employee Engagement (EE) and Customer Connectedness (CC).

Here are the 100 #CX Tips:

  • #CXtip 1Examine #insights for #customers’ journeys, not for individual, siloed interactions. (CC)
  • #CXtip 2: Engaged employees are extremely valuable assets. They’re worth even more of your investment. (EE)
  • #CXtip 3: You can’t fake it. Assume that customers & employees will always figure out what’s real & act accordingly. (PL)
  • #CXtip 4: Great #brands are built on making, embracing & keeping promises, so be clear about your #customer promises. (CBV)
  • #CXtip 5: #CustExp encompasses success, effort, & emotion. They all impact loyalty, but #emotion rules. (CC)
  • #CXtip 6: Don’t waste customers’ time asking them questions unless you are prepared to act on what they say. (CC)
  • #CXtip 7: #Employees are more #engaged when you ask for their feedback and act upon what they say. (EE)
  • #CXtip 8: Build commitment by appealing to #employees’ hearts, shared values & intrinsic motivations. (PL)
  • #CXtip 9: Not all customers are the same. Stop treating them as if they are. Think of using #personas. (CC)
  • #CXtip 10: What people experience is not what they remember; so take advantage of how people remember things (CC)

Read more of this post

eBook: 15 Tips for Engaging Employees

1510_15TipsToEngageEmployees_CoverIn honor of CX Day, Temkin Group is publishing a free eBook: 15 Tips for Engaging Employees. Here’s the executive summary: 

It is impossible for an organization to deliver a great customer experience without an engaged workforce. To help you engage your employees in your customer experience journey, we have compiled a list of 15 examples of how leading-edge companies are practicing what Temkin Group calls the “Five I’s of Employee Engagement”—Inform, Inspire, Instruct, Involve, and Incent—which you can modify and emulate at your own firm. 


Report: Creating and Sustaining a Customer-Centric Culture

1507_CreatingCXCulture_COVERWe just published a Temkin Group report, Creating and Sustaining a Customer-Centric Culture. Here’s the executive summary:

Temkin Group defines culture as how employees think, believe, and act, and if an organization wants to differentiate its customer experience, it must address each one of these areas. However culture change is not easy. Culture change efforts are often impeded by common pitfalls, such as ignoring the existing culture or becoming impatient at the pace of change. To make this effort smoother, Temkin Group recommends adopting an approach we call Employee-Engaging Transformation (EET), which consists of five practices: Vision Translation, Persistent Leadership, Middle Management Activation, Grassroots Mobilization, and Captivating Communications. In this report, we’ve compiled case studies of how five organizations—Hagerty, Hilton Garden Inn, Oxford Properties, Safelite AutoGlass, and Transamerica—apply these EET practices to create and sustain their customer-centric cultures. To help your company discuss its goals around culture, use Temkin Group’s Cultural Planning Map.

Download report for $195

This graphics provides an overview of the details on how five companies are driving culture change.


Download report for $195

The bottom line: Promoters are much more valuable than detractors.

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