{"id":6611,"date":"2025-08-13T15:00:32","date_gmt":"2025-08-13T13:00:32","guid":{"rendered":"https:\/\/cys.group\/?post_type=article&p=6611"},"modified":"2025-08-13T15:00:32","modified_gmt":"2025-08-13T13:00:32","slug":"how-do-you-go-from-data-to-real-impact","status":"publish","type":"article","link":"https:\/\/cys.group\/en\/article\/how-do-you-go-from-data-to-real-impact\/","title":{"rendered":"How Do You Go from Data to Real Impact?"},"content":{"rendered":"

From \u201cTransactional Data\u201d to \u201cTransformational Growth\u201d<\/h2>\n

We essentially distinguish 4 phases in CX transformations to move from data to growth:<\/p>\n

\"4<\/p>\n

We see these 4 phases as a continuous process, because based on the actions taken (phase 4), we also learn which adjustments are needed to optimize the measurement framework (phase 1).<\/p>\n

Phase 1: Listening Architecture<\/h3>\n

Data-driven work begins with setting up the measurement framework<\/strong> within which you will organize the Voice of the Customer<\/strong> (VOC) or Voice of the Employee (VOE). The CX transformation starts with collecting feedback, for example through surveys, social media, and direct interaction. Based on this feedback, you can identify pain points and opportunities for improvement. The use of Customer Journey Mapping<\/strong> can be useful here to map out the various touchpoints about which you want to collect feedback. <\/p>\n

Short, focused questionnaires using the 3-question methodology<\/strong>, as we like to use at CYS, generate the best response and provide direct insights into the root causes<\/strong> or drivers behind your KPI, NPS, CSAT, or CES.<\/p>\n

Based on the chosen metrics, formulate concrete goals for improving the customer experience. This could be, for example, a specific target score for the NPS or reducing the response time to customer inquiries by x%. <\/p>\n

Phase 2: Analysis<\/h3>\n

The analysis phase: once sufficient feedback has been collected, you can analyze which levers you need to adjust first to optimize the experience for your customers. By using smart, flexibly configurable dashboards<\/strong>, you can quickly get to the core of where the right follow-up actions can be taken. For example, a dashboard widget with a priority matrix<\/strong> clearly shows at a glance what the most important drivers are behind your NPS, for instance, and which drivers have the most important areas for improvement. <\/p>\n

\"Phase<\/p>\n

Phase 3: Engagement<\/h3>\n

In this third phase of data-driven work, it’s about sharing insights and getting the team excited to work with them. Employees are often the key to a successful CX transformation. <\/span><\/p>\n

Phase 4: Action<\/h3>\n

In this fourth phase of data-driven work, it’s about experimenting and taking various actions to increase the impact on customer experience.<\/span><\/p>\n

We will delve deeper into phase 3 (engagement) and 4 (action) in the rest of this article. <\/span><\/p>\n

Engagement: how Do You Involve your Employees in the CX Transformation?<\/h2>\n

How do you proceed when you want to get your employees on board with data-driven work? It starts with defining and documenting how we want customer feedback to be structurally incorporated into daily processes and how we want employees to act on this feedback: the so-called \u201cOne Way of Working<\/strong>\u201d. With whom do we share which customer feedback and what do we expect people to do with this customer feedback? <\/p>\n

Many CX transformations therefore start with ‘awareness sessions’<\/strong> with colleagues who already have a positive vibe around CX data and are thus most open to CX initiatives. Preferably start with cross-functional teams<\/strong> of CX ambassadors<\/strong> to increase awareness around CX and the impact one can have on it: what is customer experience, why is it important, what is the desired experience for us<\/em>? <\/p>\n

Foodservice organization Albron<\/strong>, also a loyal customer of CYS for many years, has done this in this way, for example. CYS set up a process for them where about 800 PowerPoint push reports<\/strong> are automatically sent weekly to all different teams within the organization who now have this as a standard item on their weekly meeting agenda. In these reports, we include an assignment to determine 3 improvements each month and make a plan (based on a fixed template) of what they will do, what they need, and who they need. <\/p>\n

Make it Stick: Use \u201cTiny Habits\u201d<\/h3>\n

The challenge here, of course, is to keep it up. CX transformations are about a fundamental behavior change to make the way of working around data-driven work a fixed routine. <\/p>\n

I find it inspiring in this context how Allianz Benelux uses \u201ctiny habits\u201d to facilitate this behavior change. Listen to the podcast \u201cTiny Habits at Allianz Benelux with Martijn Huisman<\/a>\u201d. <\/p>\n

In this podcast, @martijn-c-huisman<\/strong><\/a> explains how Allianz Benelux, with the help of CX transformation expert zannavanderaa.com<\/strong><\/a>, has applied the technique of \u201ctiny habits<\/strong>\u201d to integrate CX thinking into the daily operational process.<\/p>\n

Tiny Habits<\/strong><\/a> is a methodology described by BJ Fogg of Stanford University in his book of the same name. Applied to CX transformations, it essentially comes down to linking one or more tiny habits to a specific (NPS) driver that you want to influence. For example, if analysis shows that the root cause \u201cemployee\u201d and within that \u201cpersonal contact\u201d is an important driver for your NPS, you can create tiny habits from which employees can choose, to be able to give more personal attention to their customers. <\/p>\n

Action: which Actions Really Make an Impact?<\/h2>\n

The fourth phase in the CX transformation (after you have \u201cengaged\u201d your employees on the impact they can have on the customer experience) is the phase of Action.<\/strong> In essence, this is about closing the feedback loop<\/strong>. How do we act on the feedback we have received from our customers? <\/p>\n

In closed loop feedback, we distinguish between an Inner and an Outer loop.\"Customer<\/p>\n

The Inner loop<\/strong> is about how we act on feedback from individual customers (1 on 1). For a low score, for example, we immediately send a trigger to a manager who can take immediate action and, if possible, ensure that direct contact is made with that customer: closed loop feedback<\/strong>. <\/p>\n

For extremely positive scores, this can be a trigger to thank the customer for their feedback, ask them to place a review about it, and on which you can give compliments to the relevant employee who assisted the customer.<\/p>\n

CYS offers an integrated ticketing solution in its platforms, called Case Management<\/strong>, which makes it possible to create tickets based on customer feedback, assign them to someone, and monitor how these tickets are handled.<\/p>\n

The Outer loop<\/strong> is about how you initiate more structural improvements based on your customer feedback analysis. So if, based on customer feedback data, you see things that are consistently not going well or where there are important opportunities for improvement, it’s important to focus on that in the improvement process. <\/p>\n

We see that these can be different types of actions, such as:<\/p>\n