6a. All Competencies: True-False

Question 1

Question #1: CX management dashboards should be comprised of VoC data.

Metrics & Analytics True-False

Answer 1

Correct Answer: False
Explanation: CX dashboards should provide operational + VoC + behavioral + financial insights.

Question 2

Question #2: NPS™ is calculated as the number of 9-10 ratings minus the number of 1-6 ratings.

Metrics & Analytics True-False

Answer 2

Correct Answer: False
Explanation: The range for detractors is 0-6, not 1-6 as it is mention in the question

Question 3

Question #3: Measurement quantifies customers’ thoughts/actions; metrics track your progress toward goals.

Metrics & Analytics True-False

Answer 3

Correct Answer: True
Explanation: Surveys measure customers’ perceptions and behaviors. Your actions and market consequences are monitored as metrics.

Question 4

Question #4: Operational performance affects VoC, which ties to behaviors and then financials.

Metrics & Analytics True-False

Answer 4

Correct Answer: True
Explanation: Your organization’s operations produce what customers experience. That shapes their behaviors, buying, and referrals that shape your financial performance.

Question 5

Question #5: ROI is calculated as gains minus costs, divided by gains.

Metrics & Analytics True-False

Answer 5

Correct Answer: False
Explanation: The denominator in the ROI equation is cost of the investment.

Question 6

Question #6: Focus on customers’ intended outcomes in their life or business helps you maximize CX value.

Metrics & Analytics True-False

Answer 6

Correct Answer: True
Explanation: There may be one way to accomplish a task, but there are many creative ways to achieve an intended outcome more efficiently and effectively.

Question 7

Question #7: The most accurate definition of Customer Experience is: quality of interactions between a customer and an organization.

Metrics & Analytics True-False

Answer 7

Correct Answer: False
Explanation: For customers, selecting, getting, and using a solution involves both interactions and behind-the-scenes decisions and experiences that are not interactions.

Question 8

Question #8: Business success depends on meeting or exceeding customer expectations.

Metrics & Analytics True-False

Answer 8

Correct Answer: True
Explanation: Both luxury and discount brands are least successful when they fail to meet or exceed customer expectations, and most successful when they do meet or exceed expectations.

Question 9

Question #9: Experience touchpoint management is the most lucrative path to CXM ROI.

Metrics & Analytics True-False

Answer 9

Correct Answer: False
Explanation: Experience Leadership generates CX Annuities, for the most profitable growth.

Question 10

Question #10: When every department is united in the quest for customer experience excellence, you are leading CX as a team sport.

Metrics & Analytics True-False

Answer 10

Correct Answer: True
Explanation: The quest for CX excellence implies prevention of CX issues. When every work group is pursuing this in unity (like a winning sports team), you’re on the path to almost-automatic CX excellence.

Question 11

Question #11: Customer Service is proactive customer experience management.

Metrics & Analytics True-False

Answer 11

Correct Answer: False
Explanation: When customers contact Customer Service, a frustration or lack of clarity has already occurred in most cases.

Question 12

Question #12: Sunk costs are the portion of your budget with no option to cut or reallocate, due to prior commitment.

Metrics & Analytics True-False

Answer 12

Correct Answer: True
Explanation: Sunk costs include remedies or closing gaps for customers who accepted your value proposition but found it lacking or confusing. These costs are sunk because the only option you have is to let those customers churn to your competitors or to make their own solution or do without your type of solution.

Question 13

Question #13: Customers are people who interact with us, plus people who have a role in deciding to work with our brand.

Metrics & Analytics True-False

Answer 13

Correct Answer: True
Explanation: A customer is anyone who uses what is obtained, and anyone who has a role in the decision or action to obtain something. You must pay attention to what they all care about if you want CXM to reflect reality.

Question 14

Question #14: You depend on a certain group of customers for the well-being of your enterprise.

Metrics & Analytics True-False

Answer 14

Correct Answer: True
Explanation: Core-growth customers supply a large portion of your revenue and have lower cost to serve. In nonprofits and governments, certain types of constituents are most vital to your existence. For your survival/well-being, must have excellent CX for your core-growth customers.

Question 15

Question #15: Leading customer experience as a team sport is about making work fun in your department.

Metrics & Analytics True-False

Answer 15

Correct Answer: False
Explanation: Leading CX as a team sport is about engaging every group across your enterprise in preventing CX issues.

Question 16

Question #16: In order to determine which metric to use when measuring CX, it is suggested you are able to answer one of these three questions:

1. Is the metric sensitive to changes in business performance?
2. Does it link to meaningful customer and financial outcomes?
3. Is it actionable at both the frontline and strategic levels?

Metrics & Analytics True-False

Answer 16

Correct Answer: False

Laura L. Brooks, PhD, and Richard Owen (2008) suggest answering all of the following three questions in order to determine which metric to use:

Question 17

Question #17: Leading indicators can provide insight to the impact on lagging indicators, which is why it is important to use leading metrics together with lagging KPIs. Focusing only on lagging indicators does not provide the foresight necessary to manage potential impacts to the CX.

Metrics & Analytics True-False

Answer 17

Correct Answer: True

• Leading Indicators are metrics that predict future outcomes They can be considered as the “inputs” of a CX.
• Lagging indicators are metrics that measure actual outcomes. They measure what happened in the past and indicate how your organization performed.

Question 18

Question #18: The Service-Profit Chain relates to the connection between CX and EX and how this connection could be traced to the financial success of the organization

Metrics & Analytics True-False

Answer 18

Correct Answer: True

Question 19

Question #19: CES (Customer Effort Score) concept is about ease of doing business, but it argues that delighting customers should be the focus of organizations

Metrics & Analytics True-False

Answer 19

Correct Answer: False

Customer Effort Score, is a variation on the topic of the ease of doing business. Authors Matt Dixon and his colleagues argued that efforts to focus on higher-level concepts such as
customer delight were ill-focused; they argued that customers place a higher premium on quick and easy answers to their needs (2010).

Question 20

Question #20: Wallet Allocation Rule is linking loyalty to Share of Wallet; Even if your customers are loyal to you, if the share you enjoy from them is less than what they give your competitors, you are in a losing position.

Metrics & Analytics True-False

Answer 20

Correct Answer: True

Question 21

Question #21: NPS 3.0 is about having a more rigorous approach to Key Performance Indicators (KPIs) that is less prone to gaming

Metrics & Analytics True-False

Answer 21

Correct Answer: True

NPS 3.0 new approach is about introducing a new metric, Earned Growth Rate, to complement the NPS® score. Earned Growth Rate consists of Net Revenue Retention and Earned New Customers, which are metrics sourced through the finance department and hence, less prone to gaming.

Question 22

Question #22: Survey-sourced feedback is a critical source of CX data, so should be the only source CX is intrested about

Metrics & Analytics True-False

Answer 22

Correct Answer: False

While survey-sourced feedback is a critical source of CX data, it is not the only source. With the advent of CRM systems, it is now possible to look at customer data more holistically by incorporating financial and operational data into the view of the customer. Moreover, CX professionals can leverage sophisticated text analytics tools to analyze social media data, adding more color to traditional customer data by augmenting traditional metrics with unsolicited customer sentiment data.

Question 23

Question #23: Understanding the WHAT without understanding the WHY is all you need when it comes to improving experiences for customers, so you should focus your energy on the WHAT

Metrics & Analytics True-False

Answer 23

Correct Answer: False

Metrics such as NPS® or CES can indicate general beliefs and the future behavior of customers. On the other hand, sentiment is needed to understand the strength of those beliefs and why customers think and act the way that they do. Understanding the WHAT without understanding the WHY is not as valuable when it comes to improving experiences for customers.

Question 24

Question #24: Since it is not possible to measure sentiment with near-100% accuracy, as emotions may vary by demographics and culture and may not be clear to the person experiencing them, it doesn’t worth measuring it.

Metrics & Analytics True-False

Answer 24

Correct Answer: False

Is it worth it to measure sentiment? YES! Measure sentiment because emotions directly influence customer behaviors, such as repurchase. It is critical to measure sentiment – especially its intensity – to understand the totality of the customer experience

Question 25

Question #25: While O-data can reveal why something has happened in the past, it often lacks insight into what happened and took place or why it is likely to occur in the future. That is because O-data lacks a critical element: people.

Metrics & Analytics True-False

Answer 25

Correct Answer: False

While O-data can reveal WHAT has happened in the past, it often lacks insight into WHY something took place or WHAT is likely to occur in the future. That is because O-data lacks a critical element: people.

Question 26

Question #26: NPS metric is an overall indicator of the health of your brand and this metric is an actionable one for the organization.

Metrics & Analytics True-False

Answer 26

Correct Answer: False

Explanation: NPS must come alongside customer open text feedback, in order to understand the score and where the health of the brand is harmed. Also - this statement is about rNPS (Relational). You can use NPS as tNPS (Transactional). tNPS will not indicate the overall health of the brand.

Question 27

Question #27: All KPIs are metrics, but not all metrics are KPIs.

Metrics & Analytics True-False

Answer 27

Correct Answer: True

Explanation: There is a relationship between metrics and KPIs. Metrics are often used to support KPIs. All KPIs are metrics, but not all metrics are KPIs. For example, a business goal to increase revenue by 20% may tracked using KPIs such as renewal or repurchase rates, turnover, etc., to indicate progress toward this goal.

Question 28

Question #28: Qualitative research answers the who, what, when and where; Quantitative research answers the question “why”.

Metrics & Analytics True-False

Answer 28

Correct Answer: False

Question 29

Question #1: Design thinking generates many options; problem-solving zeros-in on one option.

Improvement & Design True-False

Answer 29

Correct Answer: True

Question 30

Question #2: CX improvement strategy centers on VoC action alerts, or case management.

Improvement & Design True-False

Answer 30

Correct Answer: False
Explanation: Most efforts should prevent recurrence or occurrence of an issue for all customers.

Question 31

Question #3: A moment of truth is a critical point that determines the customer’s reaction.

Improvement & Design True-False

Answer 31

Correct Answer: True

Question 32

Question #4: Agile design involves customer reviews of prototypes early and often.

Improvement & Design True-False

Answer 32

Correct Answer: True

Question 33

Question #5: Closed-loop communication shows what’s being done to resolve an issue.

Improvement & Design True-False

Answer 33

Correct Answer: True

Explanation: communication what’s being done, but not if and when it will be implemented

Question 34

Question #6: Organization needs to create a project to resolve each and every pain point for customers

Improvement & Design True-False

Answer 34

Correct Answer: False

Not always. There should be mutual benefit for both the customer and the organization; improvements should not be one-sided

Question 35

Question #7: Whenever organizations identify gaps between customers’ expectations to their realities, they should determine a plan to close the gaps, no matter what

Improvement & Design True-False

Answer 35

Correct Answer: False

A company should consider the effort versus impact of specific improvements. It may be that improving one part of the experience past a certain point will be of limited benefit to customers and could prove extremely difficult or expensive to the organization.

Question 36

Question #8: The end customer goal must be measurable so baseline and improved end state can be quatified. Also, the end goal needs to align with the overall customer strategy

Improvement & Design True-False

Answer 36

Correct Answer: True

Companies can track progress by defining each initiative as effective. The end customer goal must be measurable so that management and practitioners can quantify the baseline and, therefore, improve the end state. The end goal needs to align with the overall customer strategy.

Question 37

Question #9: If the gap between the current and desired state is small, you may only need to adjust a few quick wins and work within the inner closed-loop circle.

Improvement & Design True-False

Answer 37

Correct Answer: True

When setting goals, it is crucial to understand the gap between the current and desired business state. If the crack is small, managers may only need to adjust a few quick wins and work within the inner closed-loop circle. However, larger gaps may require significant changes to processes and business models. In either case, managers must document the gap and involve the higher-level or outer-loop process to drive forward the changes.

Question 38

Question #10: Inner loop framework vs. Outer loop framework: the inner loop refers for changes/improvements within the organization and the outer loop for changes/improvements that needs to be done outside of the organization.

Improvement & Design True-False

Answer 38

Correct Answer: False

Inner loop: Addressing and resolving feedback submitted by individual customers. This resolution is usually quick and within the scope of the employee or team to handle. Addressing and resolving feedback submitted by individual customers. This resolution is usually quick and within the scope of the employee or team to handle.

Outer loop: Identifying improvement opportunities larger than a small team (inner loop) can tackle. Issues may be systemic and may take a longer time and multiple teams to resolve. Identifying improvement opportunities larger than a small team (inner loop) can tackle. Issues may be systemic and may take a longer time and multiple teams to resolve.

Question 39

Question #11: Experience designers need to focus on a short list of emotions that the intended CX shall evoke, and these shall be defined and simply communicated to everyone in the company.

Improvement & Design True-False

Answer 39

Correct Answer: True

These emotions, together with the values of the company, shall be the framework for competencies within the company. Since the experience is designed for humans, then the same emotions shall be evoked for the people in the business and the people dealing with the business including customers, suppliers, and the community in general.

For example: Both customers and employees should say the feel they trust the company, they feel cared for by the company and they feel empowered.

Question 40

Question #12: It is not efficient to try and fix a problem from the root cause, if a workaround was discovered by employees in the Experience Design process. Workarounds are faster and cheaper.

Improvement & Design True-False

Answer 40

Correct Answer: False

Explanation:
* Workarounds, sometimes called “band-aids,” are countermeasures that address symptoms of the problem. They often add complexity to processes and procedures because employees or customers must take additional steps to implement the workaround.
* Solving the root cause of the problem, however, often reduces complexity – simplifying processes and procedures instead of complicating them. Therefore, it is usually a cheaper and more efficient long-term solution to fix the problem rather than a symptom of the problem

Question 41

Question #1: CRM, digital marketing, and VoC are customer experience strategies.

Operationalized Strategy: True-False

Answer 41

Correct Answer: False

Explanation: CRM, VoC, digital marketing, etc. = programs or sub-strategies, not CX strategy per se.

Question 42

Question #2: Customer experience strategy should reflect enterprise strategy, and vice versa.

Operationalized Strategy: True-False

Answer 42

Correct Answer: True

Question 43

Question #3: A CX strategy is not complete until it includes cross-organizational collaboration.

Operationalized Strategy: True-False

Answer 43

Correct Answer: True

Question 44

Question #4: A complete CX strategy includes specifics of how employees will be engaged to it.

Operationalized Strategy: True-False

Answer 44

Correct Answer: True

Question 45

Question #5: Branded CX means it’s been designed for consistency and uniqueness.

Operationalized Strategy: True-False

Answer 45

Correct Answer: True

Question 46

Question #6: The model: Element of Value, is different than other models because it describes “What” vlaue is expected to be delivered, instead of defining features of products and services that are merely describing “how” these values are generated

Operationalized Strategy: True-False

Answer 46

Correct Answer: True

Question 47

Question #7: A Balanced Scorecard is a tool to help organization focus systematicly on their financial aspects and track the financial targets and goals

Operationalized Strategy: True-False

Answer 47

Correct Answer: False

A balanced scorecard, strictly speaking, is not the actual strategy of an organization, but rather a strategy and performance management tool and structured report that can be used by managers to keep track of the execution of strategic activities within their organizational areas. A wider view of the organization is proposed to balance various goals across financial, customer, internal processes, and organizational capacity, which in turn in their balanced entirety would influence and achieve the Vision and Mission of the organization

Question 48

Question #8: Hoshin Planning for strategic planning only assign objectives and goals from top managemet all the way down to bottom factory floor and support staff. Other tools do it top-bottom and bottom-up all at the same time

Operationalized Strategy: True-False

Answer 48

Correct Answer: False

What makes Hoshin Planning special is that instead of having only a top-down strategy assignment (as in traditional strategy management), it also includes a cycle of bottom-up reviews and feedback loops so that there is a clear acceptance and understanding level as well as adjustments and reviews for feasibility from the executing levels of the organization.

Question 49

Question #9: Customer personas and customer segments are the same - different words to describe the same concept

Operationalized Strategy: True-False

Answer 49

Correct Answer: False

It is important to understand that a customer segment is not the same as a persona.
Segments tend to be defined around demographic and potentially usage patterns, while personas are defined more around psychographic aspects and behavior patterns rather than mere demographic considerations. Personas are not segmentation in the traditional sense but are built around specific buyer characteristics and criteria in a psychographic or usage and behavior context, while segmentation is more concerned about clustering the customers according to value (payment), demographic, etc.

Marketing (at least traditionally) would probably use customer segments, and CX (mainly in customer journey mapping) will use Personas.

Question 50

Question #10: The concept of “Segment-of-One Marketing” is based on tracking and analyzing individual customer behavior to personalize the next offering or interaction.

Operationalized Strategy: True-False

Answer 50

Correct Answer: True

Question 51

Question #11: Having well-established customer personas will improve the capability for designing customized new products for each persona that will maximize the products’ ROI, addressing the customer’s different needs, and design customized customer journeys that enhance the overall CX measures.

Operationalized Strategy: True-False

Answer 51

Correct Answer: True

Question 52

Question #12: A negative form of the halo effect is called the horn effect, or the reverse halo effect.

Operationalized Strategy: True-False

Answer 52

Correct Answer: True

When a customer dislikes one aspect of a company’s products or services, it can negatively influence his or her opinion about other product or service offerings from the organization. In other words, when an organization has a negative halo effect, one will have low expectations of any of its initiatives or offers. However, if the same initiative is made by an organization having a positive halo effect, then the same experience would be acceptable or even appreciated

Question 53

Question #1: A strong correlation with loyalty does not mean loyalty is caused by that thing.

VoC & Intelligence True-False

Answer 53

Correct Answer: True

Question 54

Question #2: Greater variety of VoC methods in use means a company has high CX maturity.

VoC & Intelligence True-False

Answer 54

Correct Answer: False
Explanation: CX maturity is being in-sync with customers in all you do, not how many ways you listen.

Question 55

Question #3: Enterprise feedback management technologies provide full VoC analysis.

VoC & Intelligence True-False

Answer 55

Correct Answer: False
Explanation: Full VoC analysis seeks patterns among VoC + behavioral + operational + financial data.

Question 56

Question #4: Customer journey mapping and NPS™ surveys comprise an ideal VoC portfolio.

VoC & Intelligence True-False

Answer 56

Correct Answer: False
Explanation: NPS/CJM may not provide a full view of all decision influencers’ end-to-end CX opinions.

Question 57

Question #5: A stratified sample draws randomly invites VoC participants from each segment.

VoC & Intelligence True-False

Answer 57

Correct Answer: True

Question 58

Question #6: An organization should direct the attention of VoC toward winning back lost customers

VoC & Intelligence True-False

Answer 58

Correct Answer: False
CX team should direct their attention toward active customers who they seek to retain and grow. It is important to understand that time and resources are better served by focusing on the needs of actual, current, and profitable customers.

Question 59

Question #7: An organization that doesn’t distribute its products directly to the end users, should still capture in the VoC program feedback of those end users

VoC & Intelligence True-False

Answer 59

Correct Answer: True

Regardless of how an organization brings its offering to market, it is important to capture the feedback of end users and incorporate those findings and insights into CX programs.

Question 60

Question #8: Customers invited to participate in surveys fall into this category: relationship contacts

VoC & Intelligence True-False

Answer 60

Correct Answer: False

Customers invited to participate in surveys generally fall into one or both of these categories: relationship contacts or transactional contacts

Question 61

Question #9: offering small financial incentives in order to increase response rates among customers is a common practice and doesn’t affect the results of the survey

VoC & Intelligence True-False

Answer 61

Correct Answer: False

Though it is a common practice, a one a company can consider, you should be aware that offering small financial incentives in exchange for survey responses can potentially bias results toward low-income consumers

Question 62

Question #10: An organization should never ask a customer for feedback solely for the sake of asking, even in cases when it might use the feedback in the future

VoC & Intelligence True-False

Answer 62

Correct Answer: True

Do not just ask to ask
Customer feedback programs should always be focused on factors that an organization is willing and able to affect. Asking without having intention to bring change leads to frustration and annoyance for customers. It can also lead to brand damage if feedback is provided and the organization does not address it.

Question 63

Question #11: It’s OK to ask customers for things the company can obtain through other means, because of two reasons: (1) sometimes pull the known data requires effort and additional time; (2) it is always best if customers provide again the information so it is up-to-date and accurate

VoC & Intelligence True-False

Answer 63

Correct Answer: False

it is important that CX professionals avoid asking customers for things they can
obtain through other means, such as a CRM or sales database. Leveraging available and relevant information from internal databases should eliminate unnecessary questions, particularly of the demographic type or having to do with purchase history.

Question 64

Question #12: Employee feedback is a necessary piece of a VoC initiative, because employees can offer valuable insights into customer behaviors and needs, especially unspoken needs

VoC & Intelligence True-False

Answer 64

Correct Answer: True

Employee feedback provides extra context. It can clarify the interactions between customer actions, customer needs, and an organization’s internal processes. Journey maps may not recognize the internal processes creating unintentional customer experience failures. Employee feedback helps solve that gap. Since employees have access to customers across many touchpoints, their insights are valuable

Question 65

Question #13: Employee feedback from employees that are not customer-facing or product-facing is more valuable, actionable and accurate, because it is without bias

VoC & Intelligence True-False

Answer 65

Correct Answer: False

Customer service, marketing, and product-facing employees interact with customers. To customers, these employees represent “the face” of the company. As a result, employee feedback from these teams delivers:
* Context to customer comments provided during customer surveys
* Insight into evolving, but unspoken customer needs
* Opportunities for new products or improved customer experience ideation

Question 66

Question #14: Employee customer feedback, employee engagment and employee experience are the same thing - they are all considered VoE program

VoC & Intelligence True-False

Answer 66

Correct Answer: False

There is a difference between employee engagement and employee customer feedback.
Feedback about an employee’s working experience is often called employee engagement.
Employee experience teams manage activities related to employee engagement. Employee
Experience often partners with HR. Their goals include increasing employee satisfaction and retention.

Employee feedback specific to customers is a separate activity. Employee customer feedback captures an employee’s perspective about a customer’s experience.

Question 67

Question #15: The customer experience gap refers to the difference between how customers perceive an experiences with a brand, and how well these brands are delivering those experiences.

VoC & Intelligence True-False

Answer 67

Correct Answer: False

The customer experience gap refers to the difference between what customers expect from their experiences with a brand, and how well these brands believe they are meeting those expectations.

Question 68

Question #16: The following is one of the benefits of conducting Expereince Gap Analysis: Identifies processes that meet the current state of CX maturity

VoC & Intelligence True-False

Answer 68

Correct Answer: True

The Experience Gap Analysis provides all of the following benefits:
* Identifies risks in processes
* Discovers needs of the organization to achieve the next level of CX maturity
* Identifies those processes that already meet the current state of CX maturity
* Prioritizes initiatives to allocate resources efficiently
* Establishes a calendar or schedule of activities
* Evaluates associated costs and risks

Question 69

Question #17: Market research can be used as a framework or a “methodology” to identify experience gaps when the gap is not 100% within the organization control.

VoC & Intelligence True-False

Answer 69

Correct Answer: True

Question 70

Question #18: VoE (Voice of the employee) refers to formal and informal feedback gathered from employees about customers.

VoC & Intelligence True-False

Answer 70

Correct Answer: True

Question 71

Question #1: Routine escalation of customer issues is a strong sign of customer-centric culture.

Culture & Accountability True-False

Answer 71

Correct Answer: False
Explanation: Strong customer-centric culture would prevent escalation issues, via right the first time

Question 72

Question #2: Customer-centric firms drive shareholder wealth followed by customer well-being.

Culture & Accountability True-False

Answer 72

Correct Answer: False
Explanation: Customer well-being is seen as the primary means toward building shareholder wealth.

Question 73

Question #3: When executives often talk about customer experience, a firm is customer-centric.

Culture & Accountability True-False

Answer 73

Correct Answer: False
Explanation: Customer-centricity requires walking the talk.

Question 74

Question #4: Customer-friendly touch-points reflect a customer-centric culture.

Culture & Accountability True-False

Answer 74

Correct Answer: False
Explanation: Culture is more than skin-deep.

Question 75

Question #5: Having “Applying CX Insights” as a criteria to promotion/recognition builds customer-centricity.

Culture & Accountability True-False

Answer 75

Correct Answer: True
Explanation: Promotion and recognition are manifestations of both thinking and doing.

Question 76

Question #6: Change management typically tracks how many people cope well with change.

Culture & Accountability True-False

Answer 76

Correct Answer: False
Explanation: Change mgt is a way of analyzing impetus and restrictions, and orchestrating success.

Question 77

Question #7: Gantt charts are a good way to prioritize issues, topics, or resources.

Culture & Accountability True-False

Answer 77

Correct Answer: False
Explanation: Pareto charts are a prioritization tool; Gantt charts show interdependencies of tasks.

Question 78

Question #8: Centering CX processes on a corporate value encourages collaboration.

Culture & Accountability True-False

Answer 78

Correct Answer: True
Explanation: Most people believe in the corporate values; showing how things fit values builds traction (getting attention and pulling forward)

Question 79

Question #9: Building organizational CX adoption through work flow diagramming should be the primary aspect of project management in achieving customer experience excellence.

Culture & Accountability True-False

Answer 79

Correct Answer: False
Explanation: Project mgt monitors tasks (e.g. Gantt chart); process mgt examines work flows

Question 80

Question #10: A key to CX adoption is customizing CX data and goals at the department-level.

Culture & Accountability True-False

Answer 80

Correct Answer: True

Explanation: People take ownership of things that are customized to their world.

Question 81

Question #11: When developing best-practice CX Roadmaps, most organizations need to choose one of the approaches to define how they will build the appropriate CX capabilities for long-term success: (1) Proactively triage current customer-experience issues OR (2) Systemically make long-term improvements

Culture & Accountability True-False

Answer 81

Correct Answer: False

Expalanation: most organizations require a two-pronged approach to define how the business will proactively build the appropriate CX capabilities for long-term success and avoid being stuck resolving customer concerns reactively.

Question 82

Question #12: When creating a CX priority roadmap, you should create and refine a holistic view of CX opportunities and focus on experiences that matter most to the organization from their financial impact.

Culture & Accountability True-False

Answer 82

Correct Answer: False

Explanation: It should be from the point of view of the customers: experiences that matter most to them.

Question 83

Question #13: Using informal approach to determine which products and resources get highest prioritization is ultimately best, as it helps avoid analysis paralysis.

Culture & Accountability True-False

Answer 83

Correct Answer: False

Explanation: The formal or informal approach is ultimately what the organization uses as its prioritization framework. The value of more formalized frameworks is to support more strategic decisions, minimize biases, and avoid analysis paralysis. It has consistent criteria to use for prioritizing products, services, or features according to business value

Analysis Paralysis = feeling of being unable to make a decision due to overthinking a problem

Question 84

Question #14: The CX Steering Committee “owns” ensuring that the team has proper resources and it assists with overcoming obstacles throughout the improvement projects. They also “own” prioritization decisions. In general it provides support, guidance, and oversight.

Culture & Accountability True-False

Answer 84

Correct Answer: True

Question 85

Question #15: Employees and partners question if they will be able to succeed with a change, especially when they are not familiar with the details of the change rollout plan.

Culture & Accountability True-False

Answer 85

Correct Answer: False

Employees and partners question if they will be able to succeed with the change, especially when they do not understand the change: what is the purpose of this change, why it is needed.

Question 86

Question #16: When some people might not get a change or might not initially agree with the direction, the CX leader should identify those who are excited with the new direction and work with them on achieving some quick wins. This will lower the doubters’ resistance.

Culture & Accountability True-False

Answer 86

Correct Answer: True

Question 87

Question #17: Based on the Rogers Adoption Curve for change management, the change leader should focus mainly on the Detractors group of employees.

Culture & Accountability True-False

Answer 87

Correct Answer: False

Explanation: The Rogers Adoption Curve is used to analyze staff and employees who are building a change adoption plan. Dividing the employees into categories identifies which employees can help drive change adoption and which will be your largest detractors or laggards. The change influencers and laggards will be where one spends most of the change adoption effort

Question 88

Question #18: A company’s culture takes time to cultivate. A strong, vibrant culture is built with collaboration and cohesion of the entire team; it requires a bottom-up and top-down approach.

Culture & Accountability True-False

Answer 88

Correct Answer: True

Question 89

Question #19: A mature employee experience program invests in bettering employees’ day-to-day activities, providing them with the right tools and resources and prioritizing their feedback, eventhough the efforts around the employees feedback shouldn’t be as high as how the company promotes customer feedback efforts (energy should be saved for customers).

Culture & Accountability True-False

Answer 89

Correct Answer: False

Explanation: A mature employee experience program invests in bettering employees’ day-to-day activities, providing them with the right tools and resources and prioritizing their feedback as much as the company promotes customer feedback efforts.

“Unengaged employees don’t create engaged customers”

Question 90

Question #20: During change, many organizations correctly view their managers as leaders.

Culture & Accountability True-False

Answer 90

Correct Answer: False

Explanation: During change, many organizations make the false assumption that their managers are leaders. If leadership does not have a clear, compelling vision or if everything is driven by quarterly numbers, you are in a management-focused culture. Leadership is not only the domain of a small, elite group at the top of the company. Leaders can be a respected peer, someone with a lot of influence, or someone with a cross-functional network.

Question 91

Question #21: All communications of executives and management to the organization’s employees, regardless of outcomes, should start by appealing to the heart first and then focusing on the head for support.

Culture & Accountability True-False

Answer 91

Correct Answer: True

Question 92

Culture & Accountability True-False