Category: Customer Experience

Voting with a capital “V” is fraught. It happens rarely, it’s fairly permanent and thus momentous. We bring identity and media and politics into a swirl, spending billions of dollars to create something that feels both fruitless and participatory at the same time.

Voting uses a 5,000-year-old method to, in a tiny moment of time, have people raise their hands and make a choice.

These sorts of Votes are a ceremony that adorns the way we govern.

But Voting with a capital V actually confuses us about the power we each have to speak up in all sorts of informal ways. We vote (with a small v) every time we discuss who to invite over for dinner, what sort of car to buy, and particularly when it comes to work and commerce, how we’ll accomplish anything as a team.

And technology, which has made it easier than ever for us to collide with other peoples’ ideas (and to collude with them), hasn’t done much to institute useful new ways to vote and to be heard. And when we feel heard, we’re far more likely to connect and commit.

Instead, we rely on traditional status roles, on caste, on signals of strength. We rarely adequately reward wisdom or a good track record when making these decisions, and often the decisions that are confirmed create more team divisions instead of building connection and resilience.

What if we could build a voting layer into our teams and our culture? What if it were community-based, resilient and easy to use? And what if that voting layer allowed us to create new forms of value, new projects and better ways to connect and decide?

For the last year, I’ve been noodling on a plan for a DAO that creates the conditions for a new form of widespread tally. Dozens of really smart and passionate people helped me think about the tech and the implications. The plan I’m sharing below is filled with examples, traditional ideas, new technologies, cultural shifts and a different way of changing the culture while building a layer of the internet.

But this is bigger than me. As I’ve written about before, describing the project and running it are very different things… It needs dedicated leaders ready to commit to building something for the long haul. So I’m publishing the idea here, giving it away and hoping that many people around the world will copy it, improve it, develop it, share it and make it work far beyond what I’ve described.

Here’s the plan for Pluralism. Make it yours. Have fun. (Static backup version).

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UJET adds advanced workforce engagement capabilities to its CCaaS 3.0 cloud contact center through a partnership with Playvox.
SAN FRANCISCO, CALIF (BUSINESS WIRE)- November 2, 2021  – UJET, Inc., the world’s first and only CCaaS 3.0 cloud contact center, today announced its partnership with Playvox, bringing together UJET’s ultra-modern Enterprise cloud contact center with Playvox’s best-in-class workforce engagement management (WEM) capabilities.
Through the partnership with Playvox, a globally recognized software leader in both workforce management and quality management, UJET’s next generation contact center now offers real-time agent forecasting, scheduling, and quality management through its extended suite of workforce engagement capabilities.
The Playvox Suite of cloud-based applications is the first WEM suite built for the digital era, and empowers agents, workforce managers, quality analysts, team leaders, and management with the tools and real-time intelligence needed to create healthy work environments that result in superior customer experiences.
Effective employee engagement is at the heart of exceptional customer service.
The integration of Playvox’s advanced WEM capabilities with UJET’s CCaaS 3.0 platform provides a comprehensive solution that enables exceptional experiences and better outcomes for all involved, customers, agents, supervisors, and the brands they represent.
“UJET and Playvox share a similar vision – to empower contact center agents to be their best and deliver amazing customer experiences,” said Carver Matheidas, Vice President of Channels for Playvox. “With this partnership, our two companies are in an even stronger position to provide businesses with the Workforce Engagement Management capabilities they need.”
“There are tremendous synergies and efficiencies to be gained for our customers with the seamless integration of their WEM and CCaaS suites offered through this partnership,” said Tom Puorro, Chief Business Officer for UJET. “We are excited to work with the Playvox team to help brands deliver more modern experiences for their customers and agents that yield better ROI and bottom-line results for their business as well.”
UJET is partnering with Playvox to add workforce forecasting and scheduling along with Playvox Quality Management to its CCaaS 3.0 solution to increase agent performance, effectiveness, and efficiency. This integration further strengthens UJET’s capabilities, enhancing our cloud contact center offering while helping to solidify UJET’s position as the world’s most disruptive, advanced, and fastest-growing cloud contact center.
About Playvox:
Playvox’s powerfully simple workforce engagement management (WEM) solutions transform customer care. We deeply understand that exceptional employee engagement produces extraordinary customer experiences, and we love creating tools that help our customers unlock the full potential in every employee and every interaction. Playvox powers the world’s fastest-growing brands and proudly serves expanding digital experience pioneers such as Noom, NuBank, SoFi, Stitch Fix, Twitter and Zendesk. Our agent-empowering suite of scheduling, performance, learning, quality feedback and gamification lives seamlessly in the modern support operations ecosystem with tools like Amazon Connect, Salesforce, Slack, ServiceNow and Zendesk. Learn more at www.playvox.com.
Media Contact:
Kristin Wagner
Playvoxkwagner@playvox.com
About UJET
UJET is the world’s first and only cloud contact center platform for smartphone era CX. By modernizing digital and in-app experiences, UJET unifies the enterprise brand experience across sales, marketing, and support, eliminating the frustration of channel switching between voice, digital, and self-service for consumers. Offering unsurpassed resiliency and the flexibility to deploy across leading public cloud infrastructures, UJET powers the world’s largest elastic CCaaS tenant at up to 22,000 agents globally, and is trusted by innovative, customer-centric enterprises like Instacart, Turo, Wag!, and Atom Tickets to intelligently orchestrate predictive, contextual, conversational customer experiences.
Learn more at www.ujet.cx and follow us on LinkedIn and Twitter.
Media Contacts
Holly Barker
UJETpr@ujet.cx
The post UJET and Playvox Partner to Optimize Contact Center Agent and Customer Experience appeared first on UJET.

It’s such an odd thing to say.

The benefit of the doubt is withheld from many of us, options are unevenly distributed and indoctrination is real.

And yet… no matter where we begin, we each get the choice, every day, to choose to lead.

It’s tragic that the brainwashing runs so deep that we’ve hidden that choice from many people. But it’s there, in areas big and small.

My friends at Akimbo continue to open doors for people who are ready to make that choice. The altMBA’s Regular Decision Deadline is tomorrow, November 2nd for the upcoming altMBA January 2022 session.

And Thursday is the last day to enroll in the next session of the legendary Story Skills Workshop.

The world is changing faster than it ever has before, and we can choose to lead those changes or simply follow them.

This is almost never true.

For just about any issue, behavior, company or movement, the vast majority of people are neither. They might be unaware, they might be unconcerned, they might have a different priority list.

Forward motion happens from two things:

First, creating synchronized, persistent action among the people who are with you.

Second, creating a path where some of the inactive decide to join you.

Insisting that someone choose sides might feel like the satisfying and urgent thing to do, but it rarely leads to enrollment and action.

Most of the challenges we face are things we’ve faced before. It might be a personal situation or a business one, but it’s not new.

If what you’ve done before works, it’s not a problem any more.

If you need to stick it out because there’s no other way through it, it’s not a problem, it’s a situation.

But if you think it’s a problem, then the hard work is deciding to try something new, as opposed to the predictable but unsuccessful path of doing what you did before.

That’s not the same as the challenge we face when a new problem arises.

A new problem doesn’t need fresh thinking, it needs clear awareness. We can begin by acknowledging we have a problem, identifying the constraints, the boundaries and the assets involved.

And then we can go to work to solve it.

Because ultimately, that’s our job. To solve interesting problems.

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Did You Know? 55% of organizations currently employ contact center solutions that enable workforce management. Source: Genesys FS https://preview.redd.it/ul736m7c7lw71.png?width=1024&format=png&auto=webp&s=f9dd2fdf793d60dc02be070c86bc257d68374d63
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From, “Pay attention, I want you to buy what I made.”

to…

“I’ve been paying attention, and I think I can offer you what you want.”

Die Verbesserung der Kundenorientierung führt nachweislich zu mehr Gewinn und Wachstum. Inzwischen setzen sich immer mehr Unternehmen mit dem Führungsansatz Kundenorientierung auseinander. Jedoch besteht immer noch grosse Uneinigkeit, welche Erfolgsfaktoren zu einer Verbesserung der Kundenorientierung wirklich führen. Besuche: https://customersx.ch/kundenorientierung-beratung/
submitted by /u/CustomersX [link] [comments]

The best way for a movie studio to outperform is to attract and encourage creators with vision, drive and commitment.

And yet, the key executives might be spending their time and focus and effort on micro-managing the end credits on the next movie or setting up a press junket.

The best way for a marketing team to grow sales and market share is to help design a product that uses a network effect and builds remarkability and engagement right into the item itself.

And yet, the team just spent three hours arguing about where to shoot the next commercial.

That small business will probably be most transformed by creating sell-through and market demand for their new product, But it’s overwhelmingly urgent to focus on a shipment that’s delayed, even though the supply chain can’t be fixed.

It goes on and on. For a job search, fixing your resume isn’t nearly as important as shipping a personal project. For a restaurant, creating a reason to come back with friends is more important than getting all the normal things right…

We can’t fix this problem until we see it, and then we need to be clear with ourselves and with our colleagues about where that leverage point is.