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Navigating Complexity: Systems Thinking in Building Experiences
At the heart of the Experience Metrics and Insight Ecosystem (EMIE) lies the foundation of facilitating a systems thinking culture through effective leadership and management. Leaders play a pivotal role in fostering cross-pollination of knowledge and resources, promoting collaboration across diverse teams (e.g., engineering, product), and aligning goals, key performance indicators, analysis efforts, and other…
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Build Bridges: Omni-Channel Experience Stakeholder Engagement – Communication Plan and RACI Matrix
After crafting a Context Diagram and Stakeholder Map, or at the initiation of a new undertaking, establish a Communication Plan. This plan guides you through the steps of information sharing and setting up meeting schedules. While the specifics of developing a Communication Plan differ based on the project, individuals can generally complete the process within…
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Build Bridges: Omni-Channel Experience Stakeholder Engagement – Stakeholder Mapping
Stakeholder mapping is an exercise used to identify and organize the diverse stakeholders associated with an initiative, such as a project or product. The outcome of this exercise is the creation of a simple visualization that categorizes and prioritizes stakeholders based on factors such as their level of interest and influence – basically, their involvement…
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Build Bridges: Omni-Channel Experience Stakeholder Engagement – Context Diagrams
The context diagram is a simple tool that leaders can leverage to unpack the complexities of stakeholder relationships. The benefits are straightforward, as context diagrams provide a visual snapshot that helps facilitate a comprehensive understanding of relationships and high-level deliverables. The simplicity of a context diagram makes it an excellent resource for onboarding new team…
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Build Bridges: Omni-Channel Experience Stakeholder Engagement – Introduction
The omnichannel experience should encompass a seamless journey across various interactions and channels throughout a customer’s lifecycle. This end-to-end journey must be interconnected. Furthermore, the organizational system responsible for creating this journey must also be interconnected. Therefore, the degree of harmony achieved within your organization, or the absence thereof, directly influences your customer journey. With…
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The Hip-Pocket Guide: Beyond 60 Days for New Team Leaders
This blog marks the conclusion of the “The Hip-Pocket Guide for New Team Leaders” series, which emphasizes the role of new team-level leaders, especially those tasked with enhancing omni-channel experiences. You, the new team leader in previous blogs, set out to understand the landscape. You built your understanding of stakeholder needs and the direction of…
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The Hip-Pocket Guide: First 30 to 60 Days for New Team Leaders
As previously covered in the blog, The Hip-Pocket Guide: First 30 Days for New Team Leaders, a new team leader’s journey parallels running a business within a large organization. This transformation is about more than just delegation and higher pay; it’s a passionate commitment to serve as a force multiplier, empowering others. New leaders in…
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Elevator Pitches: Team Vision, Purpose, and Value Proposition Statements
As a team leader, seek to establish a vision, purpose, and value proposition statement. Ensure your statements align vertically with your leader and horizontally with your internal partners. And once finished, make sure your team is ready to echo those statements during their engagements. If you are uncertain where to start, do so by asking…
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The Hip-Pocket Guide: First 30 Days for New Team Leaders
In the previous blog, Fostering Success: Improving Teams through Team Charters, I drew a parallel between stepping into team leadership within a large organization and running a business. As a new team leader, your role transforms from an individual contributor to running a business, which is no small undertaking. While some may view this step…
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Fostering Success: Improving Teams through Team Charters
In my professional journey, I have encountered highly skilled individuals who rapidly ascend the career ladder, finding themselves managing a team. Some even leapfrog to more senior management positions with astonishing speed. However, in many cases, companies promote top performers based on exceptional results rather than their aptitude for leadership and management. It is akin…
Shane M Grizzle 