Video Library

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.

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.

Are your customers enjoying Time Well Spent? How can you build additional sources of revenue while still creating value and an engaging experience for your customers? Michael Ruckman and Joe Pine continue their discussion on the experience economy in times of crisis and the Coronavirus pandemic.

How can online shopping experiences be more engaging and effective? And how can human contact be integrated into hybrid shopping experiences to enhance the overall experience and engagement for online shoppers? Michael Ruckman and Joe Pine continue their discussion on the effects of the Coronavirus on retailers and experience stagers in part three of this seven part series.

If it's worth doing a one-to-one interaction in a store, it's worth doing a one-to-one interaction online. Any brand that strives to be customer-centric will use human contact, education, support, and guidance to enhance the value of their offering. Michael Ruckman and Joe Pine continue their discussion on the effects of the Coronavirus on retailers and experience stagers in part four of this seven part series.

How do shopping centers come out of the current pandemic with a new model for managing customer relationships? Struggling for years already, shopping centers may have a colossal opportunity if they take the time to reinvent NOW! Michael Ruckman and Joe Pine continue their discussion on the effects of the Coronavirus on retailers and experience stagers in part six of this seven part series.

What should be done to be ready for the future? Refresh, Renew, and Develop - three principles discussed in this final module while Michael Ruckman and Joe Pine wrap up their discussion on the effects of the Coronavirus on retailers and experience stagers in final part of this series.

Understanding the dynamics of a crisis? It seems most governments understand the effect on economies and businesses. Michael Ruckman and Stuart Lawson discuss the ripple effect of Coronavirus that can be felt across the planet.

When is it okay to be a bad leader? Turns out, you can survive as a bad leader when times are good, but to make it through a tough crisis, great leaders always have an advantage. Michael Ruckman and Stuart Lawson continue their discussion on crisis management and leadership in times of Coronavirus.

Head office is asking for your five year strategic plan, road map, and financial model? Maybe now is not the time! Michael Ruckman and Stuart Lawson continue their discussion on the effects of Coronavirus on businesses.

Can you suffer from the leadership style you choose? Great leaders can adjust their style to meet the needs of the situation if they are given the chance. Michael Ruckman and Stuart Lawson continue their discussion on the effects and opportunities created by the current Coronavirus crisis.

Can productivity actually increase with remote work approaches? Actually, most people seem to be more productive since the lock down. Michael Ruckman and Stuart Lawson continue their discussion on the effects of Coronavirus on business along with some thoughts on leadership.

Skills are learned and character is chosen, but great leaders have both authenticity and integrity for sure. Michael Ruckman and Stuart Lawson continue their discussion on the effects of Coronavirus on business along with some thoughts on leadership.

Is it good for banks to teach customers how to manage their finances? Turns out it is! Michael Ruckman and Alexey Marey continue their discussion on the Coronavirus Crisis in Russia and how Banks are responding.

Seems that banks might be a good vehicle for spreading financial literacy. At least the initial results seem to be beneficial both for customers and banks. Michael Ruckman and Alexey Marey continue their discussion on the Coronavirus Crisis in Russia and how Banks are responding.

It sometimes takes a crisis to break away from the old model and see the new model. This crisis may actually help banks to become more customer-centric. Michael Ruckman and Alexey Marey continue their discussion on the Coronavirus Crisis in Russia and how Banks are responding.

Examples of relationship-centricity are everywhere, but there is still a lot of room for development. Corporate culture becomes more and more important for companies. Michael Ruckman and Alexey Marey continue their discussion on the Coronavirus Crisis in Russia and how Banks are responding.

Seems that neither 100% remote nor 100% office are acceptable in the new normal brought about by the pandemic. Most likely, various forms of hybrid work models will arise over the next year. Michael Ruckman and Alexey Marey finish up their discussion on the Coronavirus Crisis in Russia and how Banks are responding.

Why hasn’t Russia become more powerful from the commercial perspective? What is the power of this country? People are extremely well educated and resourceful here. How do they behave in crisis situation? Michael Ruckman and Marcus Guest share their ideas with public.

Michael Ruckman and Marcus Guest discuss of the idea of Mission - Command. Set a direction for your organization over the next couple of weeks and make sure everyone understands their role. That gives everyone something to focus on, and the Leader then has time to focus on the next steps after that.

Michael Ruckman and Marcus Guest continue their discussion about the current changes. So, what should a leader actually do? Create the mission. Then, cross the river by feeling the stones. One step at a time as the horizon becomes more clear. Trying to build bridges while the other side is not visible will only lead to more frustration.

Is fear driving the behavior of your team? Are businesses sacrificing people to save profitability? Where are the good leaders, and how should they guide their teams in times of crisis? Michael and Marcus continue the discussion. Please share, leave comments, ask questions, etc.

Is Amazon truly customer-obsessed? Or, are they just pushing more products to their customers without understanding what customers are actually trying to achieve? What should retailers be doing differently if they want to be truly customer-centric. Michael and Marcus discuss.

What should businesses do (and not do) in times of uncertainty, and how should they embrace the changes to their business models as a result of this pandemic? Why is a "bias for the new" so important coming out of this crisis, and what are the reasons many agile transitions have failed? Michael Ruckman and Marcus Guest continue their discussion on the effects of the pandemic on business.

Are you focusing on the right things in this crisis? William Demming, on coming out of a crisis, said, "Better to do the right things badly than to do the wrong things well." If you do the right things poorly, you can always get better. But if you are doing the wrong things, you may completely miss the the opportunity to create value for clients in the post crisis reality.

What about strategy in a time of crisis? Is it even possible to have a strategy, or should we just focus on the next step? Michael Ruckman and Marcus Guest continue their discussion on the effects of Coronavirus on business and leadership.

Does authority make a great leader? Absolutely not ! Great leaders are those that are able to inspire and engage people in a particular movement and then guide them to the goal as needed. Michael Ruckman and Marcus Guest continue their discussion on the effects of Coronavirus on business.

Are you using game theory to keep your team engaged? How are people motivated while working remotely and what is the effect of game dynamics and game theory in the workplace? Michael Ruckman and Marcus Guest touch on new topics in this module.

Do your customers value the relationship with your organization? Are you creating value for your customers? Michael Ruckman and Marcus Guest discuss the difference between responding to customer needs and creating value for customers. Turns out, creating value and building mutually beneficial relationships may be the key to long-term success.

Are you focusing on what really matters? Surviving and thriving require different focus and different techniques. Michael Ruckman and Marcus Guest wrap up their discussion on the effects of the Coronavirus on business. See the full playlist if you haven't already!

Are you focusing on what really matters? Surviving and thriving require different focus and different techniques. Michael Ruckman and Marcus Guest wrap up their discussion on the effects of the Coronavirus on business. See the full playlist if you haven't already!