strong organizational design = cx + ex · 2019. 6. 20. · •no asshole rule lp’s approach to...
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UNLEASH
May 22, 2019
Strong Organizational Design = CX + EX
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Panel Objectives
•Discuss the intersection of CX and EX• Present the Levenfeld Pearlstein business
strategy and organizational design• Provide specific programmatic examples of CX
and EX • Share successes, failures and measurements
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WHY CX and EX?
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What the Data Says
• 89% of companies expect to compete primarily on client experience.
• Firms with highly engaged employees outperform their competitors by 147%
• When HR is significantly involved in CX the organization is 50% more likely to be a CX leader in their industry.
• 70% of employees at companies with above-average customer experience are highly engaged in their jobs compared to 49% of employees at companies with average or below-average customer experience scores.
• Companies that invest in employee experience are four times more profitable than those who don’t.
• It’s not a top-down strategy and every interaction with a company should demonstrate the commitment to the customer experience
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• The LP Way is a 5-step process designed to deliver an exceptional and unparalleled experience for clients of LP.
• It is the firm’s business strategy and organizational structure, which aligns all people, practices and systems at LP with this singular goal.
Unparalleled Client Experience (CX)LP Way – The How
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Step 1 – Attract and Retain Talented People (EX)
• Marketplace impression is nurtured through talent.
• Positive employee experience will lead to a positive client experience.
• JoinLP.com, LP Culture blog, incentive program, Compensation scorecard, Staff Appreciation Week, and Professional Development investments
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Step 2 – Lead by Example
• LP Non-Negotiable Values•Clients First• Personal Growth and
Responsibility•Collaboration•No Asshole Rule
LP’s Approach to Corporate Social Responsibility (CSR)
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Step 3 – Cultivate Effective Groups• Practice groups are the
frontline of the client experience, and collaboration is a hallmark of how LP groups operate.
• Practice groups deliver client value through P3. P3 is the fuel to bring innovation and ingenuity to elevate client value and experience.
• Hired a Process Improvement Manager, Dashboard system of reporting for Partners and Clients, Process mapping directly with clients, Pricing and Budgeting Tools
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Step 4 – Align Systems
• Includes all support systems and functions
• The value of alignment builds a foundation for client experience.
• Predictable infrastructure enables client experience.
• Firm management, governance system, succession planning, compensation, CRM
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Step 5 – Ask for Feedback
• Third-party, Qualitative Client interviews, Quantitative Client Outreach, Managing Partner Visits,
• 360 Degree Partner surveys, Operational effectiveness survey, Quarterly Check-ins, Stay interviews, Focus Groups, “Ask Angie” Sessions
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SUMMARY & CLOSING COMMENTS