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the company stand for? Why are we different? Timothy Rollins, customer experience leader for Figure 6: Moving to a custo-
How does this vision translate to each episode the accountant professionals division. “The pre- mer-centered organization
in the customer’s experience? The answers will dictive model proves very useful for that asses- often requires significant
change
have implications for channels, products and sment.”
how work gets done on the front lines.
Committed, visible leadership is the other es-
One critical aspect of the vision involves articu- sential ingredient. Senior executives including
lating a simple definition of success—a single the CEO need to be intimately involved in regular
universal customer currency such as NPS that’s interactions with customers in order for a custo-
relevant for everyone in the company no matter mer-centered culture to take root and thrive.
which geography, function or line of business.
At DHL, the global logistics giant based in Ger- UCB maintains a customer-centered culture by
many, top management uses NPS to track the ensuring that decisions requiring more extensi-
firm’s competitive position by business, count- ve change escalate to regular meetings of senior
ry and customer segment. At the same time, a executives. In Europe, more than 700 physicians
DHL Global Forwarding service employee in the engage in detailed feedback calls with UCB se-
Netherlands uses the NPS currency to assess nior management, right up to the CEO. This is
and learn what she could do better to help a a tangible way for UCB to bring the corporate
customer handle an exception around a specific vision of “global biopharmaceutical leader tran-
container shipment issue and, more generally, to sforming the lives of people living with severe
create promoters. diseases” to life.

With that vision in place, it usually takes the ac- Intuit also involves leadership at several levels in
tive collaboration of several functions to iden- regular talks with customers. Frontline supervisors
tify what critical changes are needed, such as do feedback surveys of accountants at specific
pricing optimization, defect elimination or new touchpoints, while directors and vice presidents
governance over decision making. A company handle the longer, annual relationship conversa-
must then equip its teams with the right tools tions. “Having the customer voice in senior execu-
and embed the capabilities in existing operating tives’ minds is invaluable during strategic or busi-
rhythms and decisions. ness improvement planning,” said Rollins.

Intuit has developed a structural equation model Indeed, the impetus for using regular customer
that considers the key product or service attri- feedback to inform initiatives that will tighten the
butes influencing loyalty, examines each initiative bonds of loyalty for Intuit goes back to founder
in place or planned for a given department, then Scott Cook. During the company’s early days,
predicts the likely impact on NPS with an accu- Cook was known for lingering at a local big-box
racy of two percentage points. “It’s one thing retail store, approaching people who bought the
to make customer issues visible, but a tougher early versions of personal finance software, then
thing to prioritize all the possible puts and takes following them home to watch them install and use
in the end-to-end customer experience,” said the product.

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