The CEMMethod is now in version 15.
Review the concepts and jump to a sample of videos with quick walkthroughs.
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Outside-In - What's the skinny? Understand the difference.
The Successful Customer Outcome Canvas (SCOC) - what are the customer needs?
The Disruption Factor (DF) - how negatively disruptive are you to your own business?
The Customer Experience Six (CX6) - a comprehensive robust CX Metrics system.
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Customer Categorization (CCAT) - not segmentation
Moments of Truth (MOT) - the concept and application. Understand the Cause of ALL WORK.
The Customer Performance Landscape (CPL) - connect everyone and everything to the SCO.
The North Star Alignment Template (NSAT) - one page that links individual to enterprise objectives.
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The Outside-In Strategic Matrix (OISM) Evolve to customer centricity.
Six Step Innovation (6Si) - Deliver double digit % improvements against Revenue, Cost & Service.
CX Measurement - The Outside-In Dashboard (OID). Plot all the important metrics in one place.
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The CEMMethod concepts explained...
| Ref. | Concept | Acronym | Explanation |
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| 1 | Business Outcome Based Costing | BOBC | The costs associated with achieving a particular Business Outcome |
| 2 | Business Rules | BR | A BR is any decision point in an Experience. |
| 3 | Business Rules Type | BRT | "There are three kinds of Business Rules (a) Strategic (b) Regulatory, and (c) Operational" |
| 4 | Causal Flow | CF | "Causal Flow is a visual representation of the Cause and Effect relationships between MOTs, Hos and BRs." |
| 5 | Customer Attributes | CA | Describe customers as if they are your friends (rather than segment by circumstance with demographics) |
| 6 | Customer Categorisation | CCAT | Customer Categorisation identifies three types of Customer (a) Funders (b) Watchers and (c) Enablers. |
| 7 | Customer Expecations | CEX | Customer expectations are the set of behaviors or actions that customers anticipate when interacting with a company’s products or services. |
| 8 | Customer Experience Audit | CXA | A customer experience audit is a comprehensive assessment of customers’ interactions and perceptions of a brand during every touchpoint of the customer journey. |
| 9 | Customer Experience Diagnostic Relationship Map | CXRM | "This technique is a visual representation of the cause and effect relationship between Moments of Truth, Handovers and Business Rules across a customer experience." |
| 10 | Customer Experience Diagnostics | CXD | "The CX diagnostics include Moments of Truth, Handovers and Business Rules. Referred to as 'diagnostics' they are the ultimate Cause of Work." |
| 11 | Customer Experience Justification Deck | CXJ | "A management deck that builds the case for Customer Experience. It uses as its justification the Triple Crown idea of simultaneously growing revenues, reducing costs and improving service." |
| 12 | Customer Experience Lifecycle Elements | ABACUS | "The elements of the Customer Experience including Awareness, Buyin, Acquisition, Customisation, Use and Share." |
| 13 | Customer Experience Lifecycle Map | CXLM | A visual representation of the MOTs in the context of the ABACUS elements. |
| 14 | Customer Experience Management Office | CXMO | The means to transform an organisation from the Outside-In. |
| 15 | Customer Experience Map | CXM | A representation of the Causes of Work and their associated tasks and Activities. |
| 16 | Customer Experience Six Measurement | CX6 | The Outside-In CX measurement approach that goes way beyond traditional measures like NPS and CSat |
| 17 | Customer Outcome Based Costing | COBC | The costs associated with achieving a particular Customer Outcome |
| 18 | Customer Performance Landsape | CPL | A representation of the relationship between everyone and everything connected to the Successful Customer Outcome. |
| 19 | Disruption Factor | DF | A calculation based on MOTs and HOs that demonstrates the degree of disruption created by a change to the Customer Experience. |
| 20 | Disruption Factor Chart | DFC | "A graph of the status of the Disruption Factor including these elements: Death Spiral, Chaos, Uncontrolled, Inefficient, Optimised and Ideal." |
| 21 | Disruption Factor Improvement | DFI | The improvement possible from the Current State CX to the Future State CX. Usually expressed as a % improvement. |
| 22 | Disruption Factor Status | DFS | The current Disruption Factor score. |
| 23 | Four Es Approach | 4EA | An advanced measurement technique relying on objective data for 100% of MOTs |
| 24 | Future State Customer Experience | FSCX | "The MOTs, HOs and BRs associated with the Future State." |
| 25 | Handover | HO | Any interaction in the Customer Experience not directly involving the customer. |
| 26 | Handover Type | HOT | "The type of Handover which could be Person-Person (PP) Person-System (PS) System-Person (SP), and System-System (SS)" |
| 27 | Key Customer Outcome | KCO | Part of the Customer Performance Landscape Key Customer Outcomes feed into the Successful Customer Outcome. They are documented also within the Successful Customer Outcome Canvas. |
| 28 | Moments of Truth | MOT | Any interaction with the Customer. |
| 29 | Moments of Truth Action Plan | MOTAP | The migration plan of Current State MOTs to Future State MOTs |
| 30 | Moments of Truth Level | MOTL | "MOTs can be at three levels: Macro, Operational and Micro." |
| 31 | Moments of Truth Owner | MOTO | "The MOT owner. Ideally an individual, more often a department." |
| 32 | Moments of Truth Type | MOTT | "The type of Moment of Truth which could be Person-Person (PP) Person-System (PS) System-Person (SP), and System-System (SS), Person-Product/Service or Prodct/Service-Person" |
| 33 | North Star Alignment Template | NSAT | A matrix which states the organisation objectives and the individual/team objectives |
| 34 | North Star Metrics | NSM | The aggregation and prioritisation of all SCOC Key Customer Outcomes. |
| 35 | OI Task Activity Map | OITAM | Two layers within the Customer Performance Landscape showing tasks and activiites. |
| 36 | Organisation Readiness & Competence Assessment | ORCA | The maturities model for the Habitat of the organisation. |
| 37 | Organisphere Relationship Map | ORM | "The relationship diagram showing the customer, the inner circle and the outer circle and their connections." |
| 38 | Organisphere Structure Diagram | OSD | A picture of all the organispheres for certain/all categories of customer |
| 39 | Outside-In Action Plan | OIAP | The action plan with responsibilities and timescales for moving from current to future state |
| 40 | Outside-In Dash Framework | OIDF | A five day model of reviewing any inititaive to generate an actionable plan by day 5 delivering triple crown benefits within a month |
| 41 | Outside-In Dashboard | OID | A complete picture of the key metric to be monitored and controlled as part of the migration to customer centricity |
| 42 | Outside-In Innovation Landscape | OIIL | An itemised list of possible innovations and their associated value |
| 43 | Outside-In Migration Plan | OIMP | A prioritised listing of deployments to achieve Outside-In Customer Experience culture |
| 44 | Outside-In Stakeholder Assessment Matrix | OISAM | Key players impacting the outside-In Migration Plan |
| 45 | Outside-In Strategic Control System | OISCS | The strategic and operation approach for implementing the CEMMethod |
| 46 | Outside-In Strategic Matric | OISM | A matric contrasting the Process view (industrial age) with the Customer view (Outside-In age) |
| 47 | Points of Failure | POF | A formulaic approach to understand the status of an experience |
| 48 | Points of Failure Action Plan | POFAP | Moving from inside-out to Outside-In requires specific actions and ownership. The action plan details these. |
| 49 | Points of Failure Documentation | POFDOC | The document that identifies the removal of Moments of Truth and the associated benefits |
| 50 | Proactive-Reactive Index | PRI | A calculation based on how proactive an experience is converted into an index to understand the % improvements |
| 51 | Process Performance Landscape | PPL | A representation of the relationship between the processes and systems connected to the Successful Customer Outcome. |
| 52 | Red Amber Green Analysis | RAGA | A listing of metrics contrasting outputs measures v. outcome measures. |
| 53 | Risk Evaluation Table | RET | Not every MOT is created equal. The RET assess the likelihood of failure at any MOT within an experience. |
| 54 | Risk Impact Matrix | RIM | A visual comparison of the MOTs regarding the impact of failure against the customer and organisation vectors. |
| 55 | Six Step Innovation | 6Si | An Outside-In measurement system that can assess the performance of experiences and their associated MOTs |
| 56 | Successful Customer Outcome | SCO | The stated achievement of customer needs by delivering against outside-In measures identified in the SCOC. |
| 57 | Successful Customer Outcome Canvas | SCOC | "Eight questions answered that build an objective understanding of a customers needs, expectations and aspirations." |
| 58 | Triple Crown | TC | "The simultaneous ability to grow revenues, reduce costs and enhance service." |
| 59 | Triple Crown Value | TCV | A measurement of the scale of the Triple Crown wins. |
The CX Obsession blog features 15 years of CX & Process evolution.
Link to the blog here.
Here's a sample of that content.
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