It dawned on me how desperately we, as customers, seek good experiences on a daily basis. We need services and products, true, but we crave things to go right more often than they go wrong. Once in a while something going sideways is ok, but the frequency of intercepting complexity is quite troubling. And when things don't go right, the daunting task of fixing it takes time and energy that would otherwise be best spent on something else.

I like to believe that there are always (or mostly) good intentions behind just about everything. For businesses they are trying to chase after the better, faster, cheaper while making money for their stakeholdrs. But we do have to stop and ask, who it the "better" for? When it comes to the customer experience and support, who defines what better is? And how is it being measured these days? I agree that there's value in pursing better (and faster and cheaper.)

In the realm of customer service, I recently encountered a tale of three experiences that highlighted the pivotal role of service processes in shaping the customer journey. In this article, I delve into one such experience, encompassing the good, the bad, and the ugly sides of service design. Join me as I explore valuable lessons and envision what exceptional service could have been.

By simple...customers can easily interact with the service without needing instructions. By solid...it has a high degree of quality, being both reliable and repeatable. And by scalable...it can be expanded for a larger use case with the same great experience. Here’s a story about such a service that was designed with both good intentions and great (ultimate)execution. I share this one in more detail because there were lessons learned along the way and an agile approach to course correction was needed to achieve all 3 objectives.

Can't help but notice the perpetual improvements in the traveler experience the more and more I frequent different airports throughout the US. Everything you can possibly need and want is now readily available. The airports and airlines figured this out- the easier they make the travel experience, the more you'll travel. Imagine that. Now why can't healthcare learn from this? Why is it we still have to fill out paper forms each time we see a new doctor, wait ridiculous amounts of time to see our doctor, and then sort through tons of mail and data to try to figure out what was covered, what's out of pocket, and how much getting better is going to cost us? Or is it because with air travel, that's a choice, while healthcare, we don't have much of a choice...or do we?

A tale of the best and the worst of on-boarding experiences, and how to get it right! Why the best companies get it right from the start, and tips on how to do this. A bit of a long read this time, but, true personal stories and strong lessons learned.

As promised, here is part 2 of the Total Experience- unpacking what the key ingredients are to make for a great Customer Experience. This isn't focused on the exact mechanisms to achieve this, but it does talk about how great organizations such as Amazon have figured out what makes that customer journey work.

This is Part I of a series on Total Experience- focusing on Employee Experience to start. In this I unpack what makes the difference in the Employee Experience world, and how key tips lead to employee engagement and loyalty. Enjoy these tips! Part II next…

Employee Engagement”- wow, what a concept. The idea that a highly-engaged employee is a company’s most valuable asset has finally surfaced more openly than ever. It took a long time to see the two words coupled, and for the longest time it was just about customer service, and employee satisfaction, but never about actual engagement….

IT Service Management, in the end, is just a service engine to deliver an excellent customer experience. Its real focus should be on engaging IT associates in understanding the customer needs, breaking down complexity, and building durability…