Forrester 2020 CX Summit: Why Great CX Hinges on Your Employees

There’s a big disconnect between brands’ aspirations to compete on experience and their ability to do so. According to Forrester, only 27 percent of brands have improved their Customer Experience scores — in stark contrast to the 89 percent of businesses who say they are committed to competing on experience. How to close the gap? I heard one compelling solution during the 2020 Forrester CX Summit: transform the experience internally. The importance of creating an experience-led culture rooted in creativity was a big undercurrent that informed the event.

Design and technology together can transform a business. And that transformation starts from your own people. This was a key theme of the third day of the 2020 Forrester CX Summit. Indeed, Day Three was about treating creativity and design as essential to the ability of large organizations to transform themselves to meet evolving customer needs.

Driving Enterprise Transformation from Within

Transforming from within was a key theme from a Day Three presentation delivered by Forrester’s Andrew Hogan, who discussed “Enterprise Digital UX Transformed.” Hogan stressed how an organization can transform through user experience from within. An organization that places a priority on creating a well-designed experience for its own people does something subtle but powerful: inspires them to change their ways of working through a better experience. Change the ways of working, and you change culture from the inside out. 

This connection between user experience and transformation resonated with me. At Isobar, we’ve helped countless organizations over the last decade evolve their enterprise offerings from legacy applications that simply function to modern digital experiences that work the way people really need them to. The key, for Isobar, is to unleash the full potential of transformation for the clients we work with. 

Put another way, the marriage of employee and customer experience to uplift an organization and bring it into the future. 

 

Don’t Forget That Employees Drive CX + Brand

Hogan’s discussion also dovetailed with some points we heard on Day One of the event. For example, as we discussed on our blog June 16, Forrester analyst Dipanjan Chatterjee emphasized the importance of aligning brand and CX in a way that drives revenue growth, profitability, brand equity, and employee empowerment. Three ways of doing that:

  • Understanding the purpose of your brand and its promise.
  • Aligning your entire organization around that brand promise.
  • Aligning brand and CX to deliver on the emotional value of the brand

Notice something? These three keys all come down to working from the inside out. I see a connection here: Dipanjan Chatterjee suggested the need for people to drive CX and Brand. He suggested a formula that looks like this:

  • CX + Brand = Business Performance

Based on what we heard throughout the three days, we would suggest that Employee Experience often gets lost, has great potential to be the much needed differentiator, and acts as a multiplier:

  • Employee Experience * CX + Brand = Business Performance

In fact, a CX business case becomes more credible when it reflects the employee experience. 

Building a Culture of Creativity

The foundation for that employee experience is a culture of creativity, which Forrester Analyst Jay Pattisall emphasized on Day One (more on that in this blog post we wrote). He quoted our own Chief Creative Officer Ricardo Salema, who said, “We strive to be a culture of creativity, not a place where creativity only happens with the creative team. Everyone, not just your creative department, needs to embrace this culture.” 


A culture of creativity matters. A culture of creativity builds the foundation for an employee experience (EX), as Forrester Analyst James L. McQuivey indicated:

This kind of ethos makes creative leaders such as Pixar succeed:

A culture of creativity is what a business needs to envision experiences rooted in emotion and empathy. We call these experiences Emotionally Intelligent CX, and it powers the work we do for our clients from strategy to execution to launch.

Isobar’s approach to design mirrors this philosophy and can be seen in the work we do through Isobar Good, a global initiative for making social impact. For organizations to make a meaningful difference such as making the world healthier and more sustainable, their people first need to feel empowered. So Isobar Good often co-creates new ways of working with employees. For instance, Isobar Good collaborated with Monash Health to re-imagine how the organization applies technology to design a more meaningful patient experience. Doing so meant working with teams of employees, patients, and families to involve them in the imagination and design. The approach to co-creation helped employees own new ideas (such as a patient-to-patient buddy system and patient-doctor app) from the start – because they created them. Contact us to learn how to build an Emotionally Intelligent CX from the inside out.

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