Gamber: Roadmap: agents (including in the store) will have in front of them purchasing and service history AND the emotional journey of past contacts when facing an incoming conversation 6/

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Gamber: 73% of customers say #CX affects purchase decisions; 88% of agents using #AI report higher satisfaction - what is a good rate for deflection that won’t lower #CX? Need to experiment 5/

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Gamber: ingested hundreds of hours of calls into conversational #AI models, now can reliably identify tire sales intent (94%) and service intent (86%); constantly iterating, retraining 4/

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Gamber: pilot “customer rescue” program put agents calling back customers after failed calls, with very high CSAT and sales results, but at too high a cost 3/

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Gamber: with 26mil annual call volume, phone is still their primary channel, and many of those calls ring to the store; 3.1mil went unanswered and this is a retention risk 2/

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Dan Gamber, Bridgestone Retail, on pre-emptive customer service: Don’t think about channels - build an interconnected #CX 1/

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Hightower: Storytelling is 2x more likely to influence decisions than dashboards alone 4/

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Hightower: contact centers generate so much data; #AI can look at calls at scale to summarize, flag risks, measure sentiment journey; AI amplifies, humans align 3/

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Hightower: move an audience starting with anchoring in the organizational purpose, then revealing with emotion (making it relatable), then call to action; people are 22x more likely to remember a story than a stat 2/

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Alisha Hightower, Delta Dental on executive storytelling: Data alone doesn’t inspire actions - often it’s too complex; most data sits unused, so a story is integral to making it actionable 1/

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Massey: common pitfall is to think customers don’t know what they want; they are experts in their own problems 6/

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Massey: do a “napkin sprint” with starting to observe the users Monday, have a sketch of a solution by Thursday, for feedback from the users on Friday; create an experience council of 5 customers, 5 frontline employees, ask them questions every month 5/

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Massey: engaging in design thinking at UPS yielded 50% fewer development iterations and 3x faster decision making; do not send a survey; instead, watch the users work so you understand their reality 4/

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Massey: make the users design partners; UPS held virtual watch parties, getting the execs to sit down and watch customers struggle to use their digital resources; “opinions and egos die quickly” 3/

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Massey: The key is to design WITH people instead of FOR people; bad #CX often mirrors a bad #EX - UPS is 100+ years old and its software is nearly that old as well 2/

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David Massey, UPS, on design thinking and #CX: we throw solutions at problems without knowing we are solving the right problem; design thinking is a “get it done” framework that is like “measure twice, cut once” - build the right thing, not just A THING 1/

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Kemp: #CX is simple: Listen. Act. Be skeptical about influencers and noise around digital presence, #AI - do what matters to your growth and your customers and where your critical gaps are 4/

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Kemp: Are you actually focused on delivering what your customers want? Do they care about a revamped website? Talk to them; it may not be the fancy innovations but just on-time deliveries. 2/

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Kemp: As a contact center leader, your job is not the project, it is growth - everything should be about “making it rain.” 2/

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Lee Kemp, PCNA: Where contact center leaders are in their CX journey, they are trying to keep up with the tech of 20 years ago, much less the latest #AI 1/

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Albertson: E = Empathy; change is hard on people and you need to build trust (AI can act with empathy but humans can genuinely empathize) 5/

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Albertson: R = Resilience, stay steady under pressure, lead longer, create space for recovery (76% of people say they’re sometimes burned out) 4/

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Albertson: O = Ownership; lead what’s yours, don’t blame, model the accountability; turn problems into actions 3/

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Albertson: How to lead in this era? CORE. C = Clarity; understand the change and the purpose in what you’re doing; cut through the noise; what is the true north that anchors the decisions?

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Sean Albertson: In this “Multiverse of Madness” of contact center evolution going faster and faster, leaders need to embed agility into culture; changes happen too fast for year-long projects; discomfort is a growth signal 1/

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Takeaways from the Panel 2/2:

Martin: Your career does not have to be linear; look for jobs based on your passion, not the skills you already have

DeFalco: If you haven’t felt like you failed, you haven’t pushed yourself; start your resume with WHO you are

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Takeaways from the Panel 1/2:

Boyer: Tell your story to everyone; put yourself in the circles you want to be in with people you can learn from

Beers: Fail fast, fail forward, be a badass; we need diversity of thought; don’t be afraid of being uncomfortable

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Beers: As a leader, say the truth; be frank and direct, not in a sandwich; everyone needs to be able to accept that not everyone/everything is perfect; you are building a team and you are the coach helping people build their skill

#DEI
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DeFalco: “Leave nothing left unsaid, leave nothing left undone.” Her decision to use #AI to automate every process in their #ContactCenter was what she had left undone, which she pushed forward against massive opposition

#DEI
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DeFalco: “Find your voice, find your power.” Don’t give it away by confusing being humble with surrendering your right to own what you have done.

#DEI
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