If Product & Channel innovation is "What I get," then Experiential Innovation is "What it Means to Me." This is the difference between what is purchased, and the effect or value that it actually creates for the customer. Quite a simple concept, but it means so much in the transition from product-centric to customer-centric business models.

Customer Journeys are a great start, but what if we can influence behavior so that customers can reach their goals faster and more efficiently. Understanding a bit about human behavior and using tools to influence better behavior in customer journeys represents a new area of value creation - helping customers to be successful at realizing goals.

Customers are much more excited with the outcome than they are with product functionality. Using customer journeys to guide customers to their desired outcome is a great way to add value and build loyal customer relationships.

No one argues that customer relationships are important, but often the overall context of how relationships are developed and managed lacks structure and detail. This overview of relationship-centricity provides the basic context for further exploration on the topic.

Michael Ruckman is speaking about disruptive technologies, relationships with clients and offering at Product Sense conference in Minsk.

Michael Ruckman is speaking about disruptive technologies, relationships with clients and offering at Product Sense conference in Minsk.

Just 5 minutes to understand UX, CX, and LX with examples of UJM, CJM, and LJM. Michael explains these items in a clear and simple format and explains the difference between CEM and the true function of a CXO.

Most Customer Journeys are mere product or user journeys designed "move" customers through a series of contacts. True Customer Journeys will guide customers to a desired outcome, thus creating value for the customer.

The big picture of equality and social harmony is getting lost in the management approach. Governments and community leaders could learn from businesses on how to manage the change that is needed. Michael Ruckman and Mark Tribbitt continue their discussion on current issues with equality and implicit bias.

Maybe governments have it all wrong? To build a movement for equality, maybe we need an inspirational leader. Michael Ruckman and Mark Tribbitt continue their discussion on current issues with equality and implicit bias.

Michael Ruckman and Dr. Mark Tribbitt continue their discussion on current issues with equality and building social harmony.

Can you trust that your environment will be fair and just? Fear that the environment will not treat you fairly can create irrational behavior. Michael Ruckman and Dr. Mark Tribbitt continue their discussion on current issues with equality and building social harmony.

The current social unrest provides great motivation for change, but will we all settle for one small step versus the scope of change that is truly needed. Michael Ruckman and Dr. Mark Tribbitt continue their discussion on current issues with equality and building social harmony.

With a leadership vacuum on the topic of equality, maybe the solution is a decentralized movement, using social media as a communications platform, stimulating dialogue and collaboration, and building social fabric through communities. Michael Ruckman and Dr. Mark Tribbitt wrap up their discussion on current issues with equality and building social harmony.

Maybe NPS does not give enough information and there are other questions that we should be asking? What customers actually think and how they feel about banks will drive behavior, for sure. Michael Ruckman and John Berry, CEO of EFMA (European Financial & Marketing Association), have a discussion about the banking industry and customer-centric business models.

Banks have the data, scale, and knowledge to add tremendous value in life events, but many don't use what they have. In fact, most banks are simply focused on pushing more product. Michael Ruckman and John Berry continue their discussion on the effects of Coronavirus on the banking industry and the possibility for banks to be customer-centric.

What is holding banks back from being customer-centric? Turns out, the problem might be with outdated organizational structures, management models, and performance measures. Michael Ruckman and John Berry continue their discussion on the effects of Coronavirus on the banking industry and the possibility for banks to be customer-centric.

Banks continue to push product everywhere without really understanding customer needs and desired outcomes. Turns out, quality of relationships might be a better measure of loyalty than sales performance. Michael Ruckman and John Berry continue their discussion on the effects of Coronavirus on the banking industry and the possibility for banks to be customer-centric.

In the absence of distinct curriculum in schools and universities on how to manage finances, customers are often left to their own devices to learn appropriate financial discipline and day-to-day money management. Banks could easily fill this very visible void to add value and promote financial health. Michael Ruckman and John Berry continue their discussion on the effects of Coronavirus on the banking industry and the possibility for banks to be customer-centric.

Surprisingly, customers are seeking help from banks to solve problems, realize goals, and improve their quality of life, and banks have the tools, data, and partner networks to do just that. Can banks change their thinking to fulfill this role? Michael Ruckman and John Berry continue their discussion on the effects of Coronavirus on the banking industry and the possibility for banks to be customer-centric.

There is the grim forecast and the optimistic vision. Michael Ruckman and John Berry continue their discussion on the effects of Coronavirus on the banking industry and the possibility for banks to be customer-centric.

If you are not creating value for your customers, the future looks fairly grim. Banks must learn to create value for customers through life events and themed ecosystems of solutions for a life journey. Michael Ruckman and John Berry wrap up their discussion on the effects of Coronavirus on the banking industry and the possibility for banks to be customer-centric.

Outdated management models are a destructive force in the evolution of business models and successful relationships with customers and employees.

Seems that the workforce is changing and digital natives now present a different set of challenges for motivation and engagement.

To maintain employee engagement, leaders in the digital age will use an array of different tools and tactics for motivation, development, and guidance.

Great leaders understand a few things about leadership and guiding change. Setting aside 0ld-style management tactics, the leaders of the digital age inspire, guide, influence, and support their teams on their journeys to great success.