The first presentation in our Track, 'When Changing Your Culture Is Key', was from Jeff Anglin of Medtronic Diabetes.
The Company (from www.medtronic.com):
"Our medical technologies help make it possible for millions of people to resume everyday activities, return to work, and live better, longer. We're able to do this with the help of some very special people around the world: 38,000 dedicated employees who share a passionate purpose to improve lives, thousands of medical professionals who share their insights and ideas, and hundreds of advocacy associations that help us share information so people with debilitating diseases know relief is possible."
An aquisition (and cultural differences between the two organizations) forced Medtronic to examine areas that were lacking when it came to staying close to the customer at all level of the organization.
We have found that this is often the case for many organizations. Inheriting cultures though acquistion will almost always test your ability to maintain a consistent customer experience.
Voice-of-the-customer Surveys soon after the acqusition uncovered some painful truths in this area and opened the eyes of leadership as to what was really going on from the customer perspective.
This led some major structural changes and the setting up of a cross-functional role ("The Customer Experience Czar") within the organization to address these concerns and figure how the entire company could get closer to the customer at all levels.
Key components of this include:
1) Properly disseminating the voice-of-the-customer throughout company.
2) Quarterly forums where customers are brought in to speak to all the managers of the organization about the good and bad aspects of service delivery.
3) "The Voice" is Medtronics internal quarterly newletter designed to keep the customer top-of-mind.
4) "Real life" Videos of their customers (patients who use insulin pumps) at their homes and in their workplace are also shown throughout the company to uncover inefficiencies and areas for product innovations. These videos are also shown to their suppliers so they also better understanding how their products are being used to improve the qulaity of people's lives.
Making The Connection:
It was critical that everyone in the organization understood their role around the customers. This was done right from the CEO down in his role in the Program. This included presenting NPS alongwith the company Financials.
Every department's (from IT to Accounting) role was mapped to how it impacted the customer.
Even basic, tactical items like email signatures were revamped to be more service oriented. Consistent messaging is another key to always keep the customer top-of-mind. Another tactic along these same line is having photos of customers in board and meeting rooms in order to consider the imnpacts on them when decisions are made.
Jeff also discussed that other metrics were examined that might be contradictory to this mission and might create a negative customer experience. This may seem like an obvious exercise but we have found that it is not done properly often enough.
All these powerful tactics were really put to the test when Medtronic was faced with a product recall. The entire Medtronic team rallied together and ensure that the decision around this diffult situation always kept the customer at the forefront.
1) Proactively sending out supplies that their customers would need.
2) Multi-channel interaction in order to best service the customers.
3) Special handling in certain cases in which customers needed their it.
4) And a Trust Letter of apology written by the President to all customers.
Jeff's passion for his NPS Program really shined through. We were very fortunate to kick-off our Tracks with Medtronic.