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Five Competencies Reality Check Audit


Questions are answered on a scale. All questions will be answered with one of the following:

A) Early 

B) Advanced 

C) Mature


1. Culture: Do we stress and actively pursue how we are managing the asset of the Customer growth or loss? Do we highlight where we are in losing or gaining Customers as key talking points in meetings within the organization?

2. Data Enabling: Have we identified all the data sources that need to connect to consistently and confidently measure and manage the growth or loss of the Customer asset across the organization?

3. Wanting to know why: Are we actively anxious and passionate about why Customers are leaving – do we want to know what operationally we did to drive departure? Do we personally talk to Customers who have left – not as a research exercise but to know them, and as an operational call to action?


4. Alignment around experience: Do we have consensus on how to define the experience we deliver to our Customers – holistically as they would describe it? Have we agreed on the number of journeys? Do we have consensus on the stages of the experience?

5. Move from silo-based actions to customer priorities: Have we mapped the touchpoints to know which are most critical to a) driving revenue, b) forming a relationship/bond, c) rescuing Customers at risk, and c) retaining and growing share of wallet?

6. Have we done the research and work to know what Customers value most, emotionally what drives them so that we can build differentiated actions. Are we focusing on the right things?


7. Aided Listening: Is the survey score the big focus? Do we put the right emphasis on understanding what is causing experience issues, or are we focused on the score? Do we bring in other insights to inform and drive action, or do we tend to react to survey scores in isolation?

8. Real–time Unaided Listening: Have we identified high volume ‘listening pipes’ (complaints, social,, etc.) to know real-time issues/opportunities? Are they organized into consistent categories so they roll up to a trend? Do we watch customer behaviors and use that information as a source of real-time information on customer experiences?

9. Telling the Story of Customers' Lives: Are we aggregating multiple sources of insights to tell a balanced story of customer experience issues and innovative opportunities? Do we align customer insights to the stages of the customer journey? Do we practice ‘experiential’ listening, where people take actions we require customers to do, to understand customers’ lives?


10. Rescuing High Value Customers at Risk: Are we deliberate about knowing which Customers need follow through and when? Do we have a system to do this follow through? Do we have skilled people? Are we reaching out to Customers, not just from call centers, but from throughout the organization?

11. One–Company Experience Improvement: Do we do a lot of “one offs” fixing issues one Customer at a time…or do we also fix the company? Do we focus on the key priorities or does every silo pick their own? Do we have an accountability process around the identification, cross-functional teaming and metrics for solving this issues? Have we embedded a competency for customer experience improvement throughout the company?

12. Experience Innovation: Beyond resolving reliability issues, are we actively understanding evolving customer needs and values to inspire innovation? Have we built a customer experience development process and competency that rivals in its importance, the new product development process?


13. Leadership Communication, Action, Beliefs: Are leaders united in how they communicate about improving customers’ lives? Do they drive cross-company collaboration, accountability and metrics, to enable reliable customer experiences? Do they make decisions that honor customers as assets?

14. Do leaders actively engage across the organization to listen and understand what is going on with Customers and employees charged with delivering an experience to them? Do they kill ‘stupid rules’ getting in the way of honoring employees and customers?

15. Enabling Employees to Deliver Value: Is clarity of purpose for serving Customers’ lives understood, and translated to everyone’s work? Does that clarity guide hiring decisions? Does it guide investment in skills and competency development to enable our people to deliver value to customers?

16. Do our metrics and reward and recognition connect and line up? Do we regularly honor and celebrate employees?

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