Financial institutions, including banks, insurance companies, investment/lending houses and mortgage brokers need to focus on customer experience now more than ever. This is the approach they need to take bring customer success to the forefront.

1. THE RISING IMPORTANCE OF
CUSTOMER EXPERIENCE (CX)
IN FINANCIAL SERVICES

3. We’re an agile Customer Experience Management firm
helping companies know and serve the people that matter most.
3

4. • The CX Pilots Operating System
• Our past clients
• External factors impacting the Financial Services industry
• Internal Environments Impacting the Financial Services Industry
• How World Class CX Programs are Developed
• How to Assess The Maturity Of Your CX Program
• Roadmap: 180 Day Action Plan
4
Agenda

5. CUSTOMER-CENTRIC
Leading with an out-side-in mindset while
acting as a fierce advocate for the customer
in the face of organizational resistance to
change.
This empathic attribute is critical to direct
the organizational shifts to better understand
and serve the needs of their customers.
CONTENT-DRIVEN
Strategic content is under-used.
It’s necessary to tell the organization’s story
about its value, its customers, the efforts of
employees, the changes it needs to make and
the journeys along the way.
It’s how you build collective ambition.
DATA-MINDED
CX requires persistently finding the right
information for the right purposes and quickly
converting it into meaning toward outcomes.
Successful CX programs use data as a compass.
They use it to increase confidence in decisions.
CHANGE-FLUENT
Modern CX requires internal change
management applied to team structures,
processes, technologies and platforms and
to people’s ability to manage and work.
Understanding impact and how to reduce
friction in every change is mission-critical.
BITE-SIZED & AGILE
Smaller, modular quick wins create momentum
and confidence in change. Demonstrating a
string of early successes does wonders—not to
mention they require fewer resources and are
significantly easier to accomplish.
The key is to think in terms of “delicate
interventions” with an abundance of
prioritization and foresight.
EMPLOYEE-ENGAGED
Employees thrive when they feel an increased
sense of purpose, trust, authority and
autonomy to meet expectations around
accountability.
When organizations empower their employees,
they are significantly more likely to put more
into their work and get more out of it as a
result. Win-win.
Our Operating System
5

6. Customer Experience Clients: Banking/Financial Services
6
How We Keep Busy

7. 7
7
EXTERNAL FACTORS IMPACTING
THE FINANCIAL SERVICES
INDUSTRY

8. There are three primary external pressures.
1. Financial Tech Start-ups
2. Regional Competition
3. Hyper-dynamic Customer Expectations
8

9. 9
1. Financial Tech Startups: “The Unbundling Effect”

10. Consumer/retail bank customers are being intercepted by
products and services that are changing the conventional
customers’ relationship with their money.
People are being shown that they don’t really need “banks,”
they need “banking.”
As this FinTech wave crosses the Atlantic, American banks will
begin to experience the effects of unbundling resulting in a
loss of new and existing account-holders.
What this means:
The largest national banks are working to improve their
innovation “reflexes” by investing in more adaptive
innovation management programs.
Many larger regional banks are the slowest to react or are
focusing heavily on CX efforts for existing products.
How banks are reacting:
10
1. Financial Tech Startups: “The Unbundling Effect”

11. 1. Evaluate your future competitive landscape with
Competitive Research.
2. Develop or enhance your org’s Innovation
Management Program to consider impact of FinTech
incursions.
3. Develop a modern CX Center of Excellence to enhance
your org’s CX “reflex” speed and quality.
4. Explore integration of light-weight Business
Intelligence capabilities to become more predictive.
Pro Tips:
Competitive Research
Innovation Management Program
CX Center of Excellence
Light-weight Business Intelligence
11
1. Financial Tech Startups: “The Unbundling Effect”

12. Regional banks are feeling the pressure from both the larger
national chains and their smaller regional competition.
What this means:
Many of the largest national banks are setting the curve,
so to speak—forcing smaller regional players to “up
their offering game” or lose out to stronger, more mobile
application-based products.
Many regional banks are constricting their competitive
efforts, focusing on Voice of Customer surveys and
applying conventional CX to enhance “light touch”
elements of the customer experience.
How banks are reacting:
12
2. Regional Competition

13. 1. Evaluate your future competitive landscape with
Competitive Research.
2. Develop or enhance your org’s Innovation Management
Program to consider impact of FinTech incursions.
3. Develop a modern CX Center of Excellence to enhance
your org’s CX “reflexes.”
4. Expand measurement beyond Voice of Customer to
deepen understanding of customer needs and
expectations.
Competitive Research
Innovation Management Program
CX Metrics Strategy
CX Center of Excellence
13
Pro Tips:
2. Regional Competition

14. Customers are perpetually re-evaluating new paths of
convenience and accessibility.
They’re also being taught through other industries
(entertainment, hospitality, retail, travel) that their phones
are how they want to manage more of their lives.
Banks and Financial Services companies have to find
better ways to remain relevant as customers redefine their
relationship with money—on mobile devices.
What this means:
Most banks are confident that their brand strength
protects them and that most customers will be patient.
A smaller number of banks are adapting by increasing (up
to 15%) their investments in innovation and more
accountable customer experience programs.
How banks are reacting:
14
3. Hyper-Dynamic Customer Expectations

15. Discontent
15
3. Hyper-Dynamic Customer Expectations

16. Discontent
16
3. Hyper-Dynamic Customer Expectations

17. Following is a list of mobile banking innovations customers are beginning to expect from their banks. The question is, where is par?
• Simple, instant, personal UI
• Integrated bill pay with alerts
• Photo bill pay
• Real-time/actionable alerts
• Untethered login/mobile only
• Voice/biometric authentication
• PIN login/2 factor payment
• Quick balance / text tie-in
• Network agnostic payments
• NFC/proximity payments
• A2A (real-time option)
• P2P (instant option)
• Social/connection payments
• Proximity controls
• Social service hooks
• Services/merchant discovery
• Multi-language support
• Cross-app service launches
• Email/personal info edits
• Basic account opening
• Insurance/other products
• Product calculators
• Contextual offers
• Click-to-call/calendar appt
• Secure/contextual chat
• Video/Facetime support
• Virtual assistant
• Intra-FI transfers
• Debit/credit card off/on toggle
• Card ordering
• Mobile RDC/check deposit
• Transaction gamification
• Mobile PFM/Aggregation
• Safe to spend/budget
• P2P and B2P invoicing
• Integrated statements
17
3. Hyper-Dynamic Customer Expectations

18. 1. Expand your awareness of the gaps between customer
expectation and experience.
2. Develop or enhance your org’s Innovation Management
Program to accelerate innovations to market.
3. Develop a modern CX Center of Excellence to enhance
your org’s CX “reflexes.”
4. Expand measurement beyond Voice of Customer to
deepen understanding of customer needs and
expectations.
Comprehensive CX Programming
Innovation Management Program
CX Metrics Strategy
CX Center of Excellence
18
3. Hyper-Dynamic Customer Expectations
Pro Tips:

19. 19
19
INTERNAL FACTORS IMPACTING
THE FINANCIAL SERVICES
INDUSTRY

20. There are three primary internal pressures.
1. How you’re organized
2. The priorities and processes you follow
3. Your culture
20

21. 21
Key Internal Inhibitors of CX Success: Organizational Friction Map

22. IDIOSYNCRATIC COMMON
Different silos
Different CX methodology
Isolated BI teams, not focused on CX
Disconnected innovation methodology
Different levels of authority in play
Varying levels of IT involvement
Different budgets
The org not set up for success
No agile processes in place
The culture is disengaged
22
Key Internal Inhibitors of CX Success

23. IDIOSYNCRATIC COMMON
Different silos
Different CX methodology
Isolated BI teams, not focused on CX
Disconnected innovation methodology
Different levels of authority in play
Varying levels of IT involvement
Different budgets
The org not set up for success
No agile processes in place
The culture is disengaged
This is where we
spend most of our time
23
Key Internal Inhibitors of CX Success

24. CUSTOMERS
PROSPECTS PROSPECTS
This white space represents
your financial institution,
surrounded by typical
products and channels.
Current CX efforts tend to
focus on the space between
you and the market.
PRODUCTS
checking
savings
insuranceloans
lineofcredit
billpay
credit
moneytransfer
analysis
CHANNELS
mobile
branch
phone
online
social
CX
CX
CX
CX
MARKET
available market
money market
planning
advisoryretirement
financial
serviceable
market
24
Environment

25. Factor 1: Your Organizational
Structure.
There are three key organizational
segments that require holistic
balance in order for CX initiatives to
prove truly successful.
CUSTOMERS
PROSPECTS PROSPECTS
available market
PRODUCTS
checking
savings
insuranceloans
lineofcredit
billpay
money marketcredit
planning
advisory
moneytransfer
analysis
retirement
financial
CHANNELS
mobile
branch
phone
online
social
CX
CX
CX
CX
serviceable
market
ORG
MARKET
25
Environment

26. Factor 2: Your Organizational
Process
By having a process aligned with
structure, you begin to achieve a
defined priority of operations and
strategy.
CUSTOMERS
PROSPECTS PROSPECTS
PRODUCTS
checking
savings
insuranceloans
lineofcredit
billpay
credit
moneytransfer
analysis
CHANNELS
mobile
branch
phone
online
social
CX
CX
CX
CX
ORG
PROCESS
priority
available market
money market
planning
advisoryretirement
financial
serviceable
market
MARKET
26
Environment

27. PRODUCTS
checking
savings
insuranceloans
lineofcredit
billpay
credit
moneytransfer
analysis
CHANNELS
mobile
branch
phone
online
social
CX
CX
CX
CX
ORG
PROCESS
priority
CULTURE
effectiveness
capability
Factor 3: Your Culture
Aligning your culture with your
structure and process reaps an
effectiveness and capability crucial
for CX. This in turn, leads you
organizational quality.
= Quality
CUSTOMERS
PROSPECTS PROSPECTS
available market
money market
planning
advisoryretirement
financial
serviceable
market
MARKET
27
Environment

28. 1. Prototype a more effective organization.
2. Develop an CX-oriented operations strategy that
redefines priority and process with customers at the
center.
3. Develop a “canonized” CX Shift that refocuses key
employees on CX-centricity. Embed it in a CX Center of
Excellence.
4. Develop an employee engagement program
CX Organizational Prototyping
CX Operations Strategy
Employee Engagement Program
CX Shift, CX Center of Excellence
Process & Culture connected but not connected to leadership (org)? Or Leadership (org) and process are connected but
Culture is not engaged? These are examples of misalignments.
28
Have you experienced a misalignment with your org?
Pro Tips:

29. 29
29
HOW WORLD CLASS CX
PROGRAMS ARE DEVELOPED

30. HOW TO DIAGNOSE NEED FOR IT:
1. I am a new executive and know I want to make changes in Marketing but am not sure where
we stand today.
2. We are not sure where we need to start the changes we feel are necessary.
3. What are the most modern/progressive marketers doing that may be applicable to us?
4. How can we know what marketing approach is optimal for our company?
5. How do I justify significant marketing transformation (sponsoring/funding the initiative) to
the C suite?
6. We want to know what changes can free up some capital to fuel new growth initiatives.
7. We want to know how to develop a business model and operating model to increase our
competitive advantage.
8. We want to plan a major re-alignment that of our investment in technology, people and
process and need to figure out how to roadmap it all.
OUTPUTS:
• Audits/Analysis
• Future State Vision & Planning
• Marketing Maturity Modeling
• Business Case Design
1. CX Organizational Audit
30
How World Class CX Programs are Developed

31. HOW TO DIAGNOSE NEED FOR IT:
1. Our employees aren’t owning responsibilities. They’re not clear on roles.
2. Departments are silo’d. Authority unclear when it comes to decisions.
3. Executive decisions made irrespective of other departments.
4. Employees morale is low. They feel that their voice is not heard. They say
they don't know what changes are happening.
5. Wrong talent and/or capabilities to perform the right task necessary.
6. There's a lack of organizational accountability.
7. Need to be set up for sustainable high performance.
8. We need to establish the strategic direction for growth but aren't sure how
to get there?
OUTPUTS:
• Organization Map
• Roles/Responsibilities
• Authority Matrix
• Employee Engagement Programs
2. CX Organizational Prototype Design
31
How World Class CX Programs are Developed

32. HOW TO DIAGNOSE NEED FOR IT:
1. We need to make significant changes and ensure that they stick.
2. How can we centralize all the necessary leading practices,
knowledge and planning?
3. We want to continuously improve.
4. We need to empower our people with change.
5. How can we manage the change?
6. How can we build in accountability of these changes into our
processes and structure?
OUTPUTS:
• Centers of Excellence Design
• Future Vision
• Implementation/Integration Plans
• Process/Prioritization Re-engineering
• Governance
3. CX Centers of Excellence
32
How World Class CX Programs are Developed

33. HOW TO DIAGNOSE NEED FOR IT:
1. We have to shift to listening more to our customer but not sure what works.
2. What options, vendors, tools are there that can help me engage with my customers better?
3. How can I build a program that will help us better capture customer insights?
4. I want to take customers insights and fold that back into business improvements. How do
we do that?
OUTPUTS:
• VOC Integration Strategy
• Vendor/Tool Selection
• Program Integration/Support
4. Voice of Customer Programs
HOW TO DIAGNOSE NEED FOR IT:
1. It's not clear what specific things we need to do to remain
aligned to our corporate strategy.
2. We're not planning our resources appropriately to accomplish
all the things this company needs to do.
OUTPUTS:
• Operations Maps
• Strategic Operations Alignment
5. CX Operations Strategy
33
How World Class CX Programs are Developed

34. 34
34
HOW TO ASSESS WHERE YOU
ARE WITH YOUR CX EFFORTS

35. Where does your organization currently sit on a CX maturity scale? What are your current CX goals and are
you doing all that is needed to achieve those goals? Where could you use additional help to achieve these goals?
The following CX Maturity Program will help to answer these questions. It will also provide a trajectory for your CX
program.
BUILD MOMENTUMESTABLISH CX FOUNDATION GETTING STARTED
35
CX Maturity Model

36. BUILDING CX MOMENTUMESTABLISH CX FOUNDATION GETTING STARTED
ORG CX GOALS
Action Needed To Achieve ORG CX GOALS When Establishing CX Foundation
• Define CX need within the org
• Determine the org’s CX benchmark
• Start CX strategy
• Identify CX leadership
• Establish CX initiative goals
• Create CX charter
• Obtain senior buy-in on funding and charter
• Nominate CX leaders
• Identify BI desires - what you wish you had (i.e.
data, visualizations, technologies, etc.
• Prioritize BI desires
• Design coalition story
• Build business case for CX program
• Roadmap 180 journey
• Start of CX strategy (align strategy with biz
strategy)
• Review cultural landscape
• Review innovation management methods
• Marketing/Sales/Ops financial ecosystem
• Review customer segmentation/journeys
• Review competitive landscape
• Review operations strategy
• Conduct BI current state assessment
Your Organization CX Pilots
36
Are You At Level One, Establishing a CX Foundation?
CX Maturity Model

37. • Establish CX team
• Establish CX advisory board
• Define measurement
• Establish system for CX data/results capture and
measuring
• Establish Governance
• Internal CX Comms strategy established
• Better understanding audiences
• Better understanding and identify of customer behavior
• Determine if any additional tools are needed for CX
program (i.e. VOC tool) - If yes, bring on a tool to
capture data
• Design and assemble CX team
• Assemble CX advisory board
• Integrate CX with BI and IM
• Start to capture and review CX data/results
• Kickoff CX internal communications strategy
• Launch internal blog
• Assemble core CX team leadership mandate
• Perform a CX team skills/capabilities audit
• Create roles, responsibilities and range of authority
matrix for CX team
• Design centralized data environment
• Design data models
• Build initial data model within centralized environment
based on prioritized BI
• Build reporting and dashboards
• Define data governance plan
• Develop internal blog
• Develop internal communications plan
• Customer segmentation
• Customer Journey Mapping
• Audit tools/capabilities to capture data
BUILDING CX MOMENTUMESTABLISH CX FOUNDATION GETTING STARTED
ORG CX GOALS
Action Needed To Achieve ORG CX GOALS When Getting Started
Your Organization CX Pilots
37
Are You At Level Two, Getting Started?
CX Maturity Model

38. • Grow CX team grows
• Integrate CX knowledge into the org culture
• Integrate CX across more channels/divisions
• CX, IM and BI fully integrate
• Expand CX tool(s) across all channels and divisions
• Hire additional needed CX specialists
• Establish a CX coalition
• Employee Engagement Program
• Employee CX Training programs
• Build out Journey maps across all channels for all divisions
• Distribute Channel Matrix to all org divisions
• Establish KPI framework
• Continue to capture and review CX data/results
• Make business changes and IM updates based on CX data/
results (BI)
• Continuous improvement of processes
• Progress internal communications
• Document process for external comms
• Conduct employee survey on CX
• Develop Employee Engagement Program
• Develop CX Training Program
• Build comprehensive journey maps
• Build Channel Matrix
• Establish core intake prioritization schema
• Co-establish KPI framework
• Prototype CX innovation management method
• Prototype BI/data ETL approach/warehouse
• Develop series of video content on the changes
• Tie CX to financial outcomes
BUILDING CX MOMENTUMESTABLISH CX FOUNDATION GETTING STARTED
ORG CX GOALS
Action Needed To Achieve ORG CX GOALS When Building CX Momentum
Your Organization CX Pilots
38
Are You At Level One, Building CX Momentum?
CX Maturity Model

39. 39
39
ROADMAP TO
“CX-PERT” IN 180 DAYS
(aggressive but achievable)

40. 40
CX Roadmap: 180 Day Action PlanYOURORGCXPILOTS
Establish initiative goals
Build business case
Define CX Agenda
Roadmap 180 day Journey
Design CX team
Align CX strategy
with business strategy
Build CX coalition
Design coalition story
Perform a CX skills/
capabilities Audit
Perform an rapid BU
collaboration audit
Interview leadership, BU heads
Develop CX internal blog
Assemble core CXIMBI
team leadership mandate

41. 41
CX Roadmap: 180 Day Action Plan
Establish CX funding
Co-present business case
Create CX Charter
Gather and review all CX
data/results
Obtain Sr. buy in on
funding and Charter
Review all customer and
Market BI/data/analytics
Kickoff CX comms
Review innovation
management methods
Marketing/Sales/Ops
financial ecosystem
Review customer
segmentation/journeys
Review competitive landscape
Review operations strategy
Review cultural landscape
Develop Comms Plan
Launch internal blog
CXPILOTS
Establish initiative goals
Build business case
Define CX Agenda
Roadmap 180 day Journey
Design CX team
Align CX strategy
with business strategy
Build CX coalition
Design coalition story
Perform a CX skills/
capabilities Audit
Perform an rapid BU
collaboration audit
Interview leadership, BU heads
Develop CX internal blog
Assemble core CXIMBI
team leadership mandate
YOURORG

42. 42
CX Roadmap: 180 Day Action Plan
Present Prototype
Ecosystem
Establish core intake
prioritization schema
Establish hardened
measurement/reporting
Prototype CX innovation
management method
Prototype X-channel data
collection
Prototype BI/data
ETL approach/warehouse
Prototype KPIs/metrics
Prototype CX process
Prototype org structure
Collaborate on prototypes
Co-establish KPI framework
Progress Communications
Establish Prototype
Environment
Establish CX funding
Co-present business case
Create CX Charter
Gather and review all CX
data/results
Obtain Sr. buy in on
funding and Charter
Review all customer and
Market BI/data/analytics
Kickoff CX comms
Review innovation
management methods
Marketing/Sales/Ops
financial ecosystem
Review customer
segmentation/journeys
Review competitive landscape
Review operations strategy
Review cultural landscape
Develop Comms Plan
Launch internal blog
CXPILOTS
Establish initiative goals
Build business case
Define CX Agenda
Roadmap 180 day Journey
Design CX team
Align CX strategy
with business strategy
Build CX coalition
Design coalition story
Perform a CX skills/
capabilities Audit
Perform an rapid BU
collaboration audit
Interview leadership, BU heads
Develop CX internal blog
Assemble core CXIMBI
team leadership mandate
YOURORG

43. Present CXIMBI ecosystem
to leadership
Run two successive 2 week
CX sprints
Develop series of video
content on the changes
Tie CX to financial
outcomes
Refine ETL for BI/data and
metric outputs
Create CX governance
Refine CX processes
Design executive dashboards
Launch video content on
CX blog
Collaborate on CXIMBI Sprints
Collaborate on ETL for BI/data
Co-create video content for blog
Collaborate on Executive
Dashboards
Present Prototype
Ecosystem
Establish core intake
prioritization schema
Establish hardened
measurement/reporting
Prototype CX innovation
management method
Prototype X-channel data
collection
Prototype BI/data
ETL approach/warehouse
Prototype KPIs/metrics
Prototype CX process
Prototype org structure
Collaborate on prototypes
Co-establish KPI framework
Progress Communications
Establish Prototype
Environment
Establish CX funding
Co-present business case
Create CX Charter
Gather and review all CX
data/results
Obtain Sr. buy in on
funding and Charter
Review all customer and
Market BI/data/analytics
Kickoff CX comms
Review innovation
management methods
Marketing/Sales/Ops
financial ecosystem
Review customer
segmentation/journeys
Review competitive landscape
Review operations strategy
Review cultural landscape
Develop Comms Plan
Launch internal blog
CXPILOTS
Establish initiative goals
Build business case
Define CX Agenda
Roadmap 180 day Journey
Design CX team
Align CX strategy
with business strategy
Build CX coalition
Design coalition story
Perform a CX skills/
capabilities Audit
Perform an rapid BU
collaboration audit
Interview leadership, BU heads
Develop CX internal blog
Assemble core CXIMBI
team leadership mandate
43
CX Roadmap: 180 Day Action PlanYOURORG

44. than the experience
About CX Pilots
Follow Us
CX Pilots is a new voice, idea and approach to purpose-led CX programs. Our strategic approach helps the C-Suite down to the front line,
close the gap between the organization (leaderships and employees) and its customers while lowering the cost of CX Program
implementation. 100% of CX Pilot’s program implementations decrease the risk inherent in embedding Customer-centricity into the
organizations while speeding up the cycle time to start seeing quick wins.
We are momentum-builders who know how to create internal coalitions, eliminate program and adoption friction by partnering with
leadership on the goals and initiative execution, and engage employees in incremental digestible change programs and that ultimately yield
critical CX outcomes. CX Pilots predicates is success on more meaningful, in-depth and precise CX Maturity assessments that are built
custom to each organization.
Contact: cxpilots.com
Steven Keith, Founder/CX Program Architect
steven@cxpilots.com (919) 771-5219
44
What is more important to your bottom line
your customers
and employees
have with your organization?
revenue
alignment