Plan the handover of end-to-end customer experience strategy so that capability is not lost when key staff move on.
Building a Complete Customer Experience Strategy Across Touchpoints
A practical programme in end-to-end customer experience strategy for professionals who are accountable for results, not just awareness.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Teams read what their leaders tolerate on end-to-end customer experience strategy far more accurately than what their leaders announce. The hardest part of experience strategy is rarely deciding — it is holding the decision when it becomes unpopular. Work is grounded in real cases drawn from the practice within organisational leadership, which each participant adapts to conditions in their own organisation. The content is relevant to those who own end-to-end customer experience strategy and to those who are held accountable for its results. Participants take away a working set of documents supporting the organisational leadership discipline, ready to be adapted internally. Participants leave with a method for experience strategy, not a set of opinions about it. Teams frequently over-invest in documenting end-to-end customer experience strategy and under-invest in testing it. Practitioner evidence points the same way: experience strategy improves fastest where responsibility for it is named and owned. Work concludes with a self-assessment of this aspect of organisational leadership that participants can repeat annually.
Expected Learning Outcomes
Present the case for investment in experience strategy in terms that a finance function will accept.
Delegate responsibility for end-to-end customer experience strategy without losing sight of the outcome.
Select indicators that show whether experience strategy is improving, and reject those that only look useful.
Communicate the reasoning behind end-to-end customer experience strategy, not only the conclusion.
Review your own performance on experience strategy as rigorously as you review others'.
Build the trust that makes candid feedback about end-to-end customer experience strategy possible.
Who Should Attend
Managers of geographically distributed teams handling end-to-end customer experience strategy.
Department heads and senior managers accountable for experience strategy.
Project and programme managers whose delivery depends on end-to-end customer experience strategy.
Consultants coaching leadership teams on experience strategy.
Human resources partners advising leaders on end-to-end customer experience strategy.
Consultants and advisers supporting clients on experience strategy.
Course Modules
End-to-end customer experience strategy: building the bench and letting go
2 sessions · 8 pointsSession 1Saying the thing about end-to-end customer experience strategy that nobody wants to say
- Close out actions on end-to-end customer experience strategy rather than leaving them open indefinitely.
- Test whether the team can explain experience strategy in their own words.
- Set the review point at which end-to-end customer experience strategy will be reconsidered.
- Identify where judgement in experience strategy is legitimate and where it is not.
Session 2The decisions in experience strategy that cannot be delegated
- Decide what you will delegate on end-to-end customer experience strategy and what you will not, and say why.
- State the outcome expected from experience strategy in a single sentence anyone can repeat.
- Plan the sequence in which improvements to end-to-end customer experience strategy will be introduced.
- Check that experience strategy still works when volumes rise unexpectedly.
Experience strategy: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Comparing experience strategy with recognised practice
- Decide the point at which you would escalate end-to-end customer experience strategy.
- Give one piece of specific feedback on experience strategy within the week.
- Collect evidence on the present handling of end-to-end customer experience strategy before proposing changes.
- Write down the reasoning behind your position on experience strategy.
Session 2Building someone who can run experience strategy without you
- Map the handovers in end-to-end customer experience strategy between functions and secure them.
- Rehearse the briefing on experience strategy that would follow an incident.
- Define the trigger that would require end-to-end customer experience strategy to be redesigned.
- Agree the standard on experience strategy and confirm it applies to everyone.
Experience strategy: setting direction people can act on
2 sessions · 8 pointsSession 1The meeting that finally unblocks experience strategy
- Assign responsibility for keeping documentation of end-to-end customer experience strategy current.
- Prepare the summary of experience strategy that senior management will read.
- Compare the cost of end-to-end customer experience strategy with the cost of its absence.
- Identify your successor for experience strategy and the gap they need to close.
Session 2What your team concludes from how you handle end-to-end customer experience strategy
- Set the decision rights on end-to-end customer experience strategy: who decides, who is consulted, who is told.
- Ask the team what they think is wrong with the plan for experience strategy.
- Anticipate the objections end-to-end customer experience strategy will raise and prepare the answers.
- Record what was learned when experience strategy did not go as planned.
Experience strategy: delegation, trust and accountability
2 sessions · 8 pointsSession 1Showing that experience strategy changed something measurable
- Identify which function can quietly block end-to-end customer experience strategy and address it directly.
- Assess the workload experience strategy adds and what you will remove to make room.
- Identify the conversation about end-to-end customer experience strategy you have been postponing, and schedule it.
- Check whether incentives anywhere reward behaviour that undermines experience strategy.
Session 2Testing experience strategy before relying on it
- Test the procedure for end-to-end customer experience strategy against a realistic scenario.
- Build the internal briefing that explains experience strategy to those affected.
- Remove steps in end-to-end customer experience strategy that add effort without adding assurance.
- Name the person accountable for each part of experience strategy, not the committee.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.