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I’ve been to quite a few award shows in my day, but never anything like the 2020 Peer Awards hosted last month at Fortnum & Mason in London’s Piccadilly. “Peer Awards” is not simply a clever title—the award finalists were also the judges, creating a true atmosphere of celebration and encouragement. Awards were presented in three categories: Corporate Responsibility, Customer Engagement, and People and Performance. Many of the best brands in the world were represented, creating a delightful energy in the room as tea was served. Our Officium contingent was blown away by the creativity and sincerity of many of the entries. ...

Why We Created Officium

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Poor customer service is costing companies $75 billion a year. That’s according to a 2018 report by NewVoiceMedia , which estimates those losses are up $13 billion since its last report in 2016.    Why are companies losing out on so much revenue opportunity? How do we solve the problem and help companies reach their full revenue potential?    These are questions my co-founder, Scott McCabe, and I grappled with as we brainstormed how to help companies and their customers get amazing value from each other and for longer periods of time.   When we looked at the CX market, we saw a lot of great companies solving important CX problems ...
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In the near future, how we work, where we work, when we work—and, quite possibly, how we’re paid for that work—will be demonstratively different from what we experience today. Evolutions in technology, processes, people, and business will disrupt and drive this change. How they respond to these disruptions will determine which companies can continue to thrive. At least one disruptive evolution is happening in our resource landscape today: gig-economy workers. A recent Forbes column cites some interesting studies: The U.S. Bureau of Labor Statistics published a 2018 report on individuals in alternative work arrangements that ...

Bots and Babel Fish

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In 2007, I moved to the United Kingdom. This amazing life adventure opened my eyes to cultures, languages, and opportunities I had never experienced in America. Upon arrival, it was clear my American English was not going to cut it in the UK. I immediately started hearing words I didn’t understand, and I’m sure my word choices created some confusion. I tried to understand these differences and why they existed, and I committed to speaking to my co-workers and neighbors in a language that was comfortable for them. Within six months, I was speaking the Queen’s English, a choice that contributed to many meaningful professional and personal ...
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When I was younger, my friends and I tested our athletic prowess by going up the “down” escalator. Sometimes I was successful. Other times, I got close before I lost all my progress and the escalator took me back to the bottom. Customer service can feel like this sometimes—especially at a startup. Sometimes you have everything operating on all cylinders, and you can scale a quality customer experience. Other times, you think you have it figured out and then, boom, you are back to the bottom. Or at least it feels that way. It is how a company chooses to act in these moments that can define the experience it will deliver for its customers ...
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You just had that amazing first idea. The one that is going to be the foundation for the future. The future that will redefine or re-envision the marketplace. You are starting to put together a plan. You are stoked about this new idea that has now turned into a viable product. You have had so much success, you just got seed funding. As you look around at your team, you have all the players, all the folks you think you need. Then it occurs to you, you don’t have anyone for customer service. No one on your team has done that. No one on your team wants to do that. What do you do? Most startup companies answer that question ...
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A few years ago, I downloaded my first freemium game. I played it for a while and then had an issue. I submitted a ticket on the company's support website. Forty-eight hours later I got a response. By then I had already deleted the game and moved on to another one. So I deleted the email and forgot about the game. After unconsciously repeating this process seven or eight times, I began to wonder, why could I not stick to one game and why would I not spend time to get deeper into these games ? Through the lens of my support leader eyes, it became clear. These gaming companies were not engaging me, they were not focused on my behaviors, ...