The CEMMethod is now in version 15.
Review the concepts and jump to a sample of videos with quick walkthroughs.
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.
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.
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.
The CEMMethod concepts explained...
|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.