When I joined the new enterprise-level position as a Strategic Lead for Digital Customer Experiences at Roche Pharma in early 2022, I firstly did an in-depth analysis of the internal landscape of customer experience (CX) tools, methodologies and initiatives in place. And what I found was a colorful bunch of innovative assets and committed individuals. But all more or less disconnected, and all one-man/woman armies.
At the same time I had personally decided to change my own strategy to making Roche more customer experiences driven from preaching CX to executing CX. “From talking to walking”. To make it real in a world of fancy castles in the clouds. And I was interested in getting an external personal coaching by senior CX leaders from other industries who could help me finding the right path and being sparring partners.
And then I realized the potential of pieces mutually reinforcing each other, and I decided to combine both activities. To use the opportunity to get a coaching by external CX executives (Exec #1) on CX execution (Exec #2) and invite other internal CX-related executive leaders (Exec #3) who I had identified during my internal analysis to join me and learn together. With the perspective to develop a better connected and true enterprise approach to CX for Roche Pharma.
Together with colleagues across business functions, digital teams, support functions, HR and affiliates (who all self-committed and volunteered), we ran a Collective CX Exec Coaching provided by our external partner TribeCX for ~1 year (until a couple of people were impacted by a re-org). The learning path and joint growth in CX maturity was amazing to watch and participate in. Even provided the ideal outcome wasn’t achieved, learnings and connections continued to resonate and flourish in the company the months and years after.
| CLIENT: Roche Pharma (as a Roche employee) | PROJECT TIME FRAME: July 2018 – February 2019 |
