b'THE EX + CX LINKEmployee experience has a direct impactSupporting the innovation process with infrastructure and on a teams ability to create memorable,tools as well as cultivating safe, trusted spaces for exchange connected experiences for customers.enables innovation in customer experience to thrive. Spark Customer Suzanne Castano FoyVP, Customer Experience OperationsExperience Innovation Strategy & Process, Cox CommunicationsDIANE CHRISTMANS THREE QUESTIONS WITH SUZANNE FOY At Cox Communications, Suzanne Castano Foy drives Customer Experience Operations What behaviors and mindsets dostrategy, workforce management and internal innovators share? analytics, process design, team engagement, and billing and payment experience.Successful innovation starts with having as many interactive, engaged discussions as possible, as soon as possible. We stress the importance of listening to understand where people are coming from, what commonalities exist, and who has passionto discover that what they are trying to solve is not actually the around an idea. Internal innovators build coalitions by connectingproblem. Thats when the process goes in another direction. people to an idea in a meaningful way, so they can contribute andIve heard you talk about the Doctrine of Doability. amplify. They invite others to evolve and strengthen the pitchHow does that impact the innovation process?or signal when an idea might not be worth the investment. Its critical to have these discussions early in the process to ensureDuring her career, Secretary of State Madeleine Albright often its the right idea, at the right time, solving the right problem.referred to the Doctrine of Doability. In diplomacy and in life, What role do agility and adaptabilitytheres what you can seethe big ideaand then theres what play in the innovation process? you can do. Its a succinct way of saying innovation can be bold, and achievable. When applied, the doctrine helps determine how to Innovators may conceive of an idea or solution, or may only seeadvance an idea, get buy-in, learn more, and help it grow. Now your a glimmer and not all its potential. Or, an idea may start in oneidea is not just exciting, its one with substance and applicability.place, then the problem changes. Its common for innovators Eric BurtonAn Ownership MentalitySVP, Tools and Technology, ComcastEnables Internal InnovationEric Burton plays a key role in developing CX strategy at Comcast, working closely with his DIANE CHRISTMANS THREE QUESTIONS WITH ERIC BURTON peers across the organization to create great Why is employee feedback importantteammate and customer experiences. for supporting innovation? When Comcast aligned the business to the net promoter score (NPS), we put in place an elevation program that allows frontline employees across the entire business to provide recommendationsthe words we use exhibit these behaviors. All Comcast Cable for improving employee and customer experiences. Emphasizingemployees take a course to understand how those behaviors frontline feedback helps ensure we launch something thatdefine quality and guide how we interact with each other.works well over the long haul. Its been transformational inWhats an example of a how behaviors how we plan, build roadmaps, prioritize, and make decisions.drive corporate innovation?How do you identify winning behaviorsOne of The Eight Behaviors is take ownership. With the that support quality interactions? alignment to NPS, theres no confusion about performance We developed what we call The Eight Behaviors, that, whenwhen it comes to customer experience. From an innovation exhibited well, result in quality interactions. When we listen toperspective, it drives us to think differently. Moving the needle contact center interactions, talk to customers after a technicianrequires a long range plan and perseverance. We assign visit, do an NPS survey, and evaluate store interactions, we tiepeople to work on forward-looking things that may or may back to these behaviors. Think, too, of chatbots. We ensurenot pan out, with a long runway and leeway to test and learn. page 10'