After attending a CX conference, I told my boss, "We should launch a Customer Advisory Board (CAB)."  She agreed, but replied, "It's not a priority right now." Eighteen months later, she called me to say, "We're launching a Customer Advisory Board in two months.  What do we need to do?"

While elated to launch this type of program, panic sets in.  How does one get this type of program off the ground? 
Here are a few lessons learned (band-aids not included) ...

I just watched the documentary The Corporation (2005). It is an interesting film on the history and evolution of the modern day corporation. Here is a 6-minute segment from the film on YouTube called "Monstrous Obligations"

As I watched the film, I kept thinking about a debate to which my friend Jarvis Cromwell of Reputation Garage introduced me. Jarvis is a leading authority on the concept of trust and the role it plays as a strategic business driver. The central question is, "Why are corporations in business?"  Jarvis outlines the two sides of the argument ...

There's been a lot of talk on some of the recent posts about the difference interaction analytics can have on performance management.  It can help supervisors relate agent performance back to corporate goals by providing them with calls that are relevant to the KPIs important to the company.  It also gives them ability to target coaching to the individual and dedicate a more significant portion of their time to doing so, because they're no longer reliant on random call sampling that doesn't give them the information they need to understand what issues each agent struggles with the most.
 

Coming in June ...

Engagement and Organizational Adoption