Optus CX chief: What it takes to build a customer-obsessed culture

Head of customer experience management and CX innovation lab, Charles Weiser, shares the data, technology, content and brand strategies that enable Optus to increasingly anticipate customer needs

What metrics and measurements are helping guide your CX approach?

Firstly, we have both market and touchpoint NPS. Along with that, we spend a lot of time looking at the verbatims that go along with it. We match that to usage activity statistics of customers in terms of what they do on the Optus network. It’s less about numbers, but how we are exceeding needs. We have customer groups monthly on different topics, plus as much market research and insight as any world-class company.

We try not to chase a number; we want to get to the root cause and understand the overall shape of performance. That even gets into how products are being consumed, what satisfaction rates are. We know quite quickly through that basket of information how well we are performing and where we need to focus.

Where do you still see a gap in your CX capabilities and areas for improvement?

One is we are trying to be far more personalised in our contact. That is us getting the data in the right shape, so we can be more tailored. We have done a lot of work in personalisation so we can deliver services, products and information that’s relevant.

In addition, our strategy for content and entertainment has been hugely successful and we’re building on that to create better on-boarding digital experiences. We want every interaction with us to be as intuitive and frictionless as possible, which itself is married to personalisation and anticipating the needs of customers even before they know them themselves.

Everyone has questions about their first bill, for instance. We have patterns we recognise on the types of questions people ask so if they have the same type of spending or activity pattern, we can be proactive and create a communication to say here’s how to read your first bill and anticipate those challenges and add value. 

Are there emerging technologies you think will change the CX game further?

There’s a lot of innovation around data analytics, which is still in its infancy and we’re nowhere near climbing the curve of maturity in terms of technology. It keeps getting better and better. I find that really exciting, as we can then start understanding patterns we can use to develop new and emerging products and services and information provisioning we wouldn't have thought of before.

What are the key attributes required to lead customer experience?

In terms of behaviour, the first is to suspend judgement and be a vessel for your customers. Secondly, there’s no compromise. Design for the very best and do not waiver. In any business, it’s easy to be expedient and get it out. You have to resist that. Thirdly, you have to risk being somewhat unpopular. Being uncompromising means you have to be the customer advocate.

As to leadership, you have to be an enterprise thinker. Everyone is the head of customer experience, not just the person with the formal title. The point of that is you have to take an enterprise lens on how to deliver, and be able to manoeuvre through service, technology, digital, finance to deliver an outcome for the customer.

And own the outcome. If it’s a bad experience, I take it personally.

Follow CMO on Twitter:@CMOAustralia, take part in the CMO conversation on LinkedIn: CMO ANZ, join us on Facebook: https://www.facebook.com/CMOAustralia, or check us out on Google+:google.com/+CmoAu

Join the newsletter!


Sign up to gain exclusive access to email subscriptions, event invitations, competitions, giveaways, and much more.

Membership is free, and your security and privacy remain protected. View our privacy policy before signing up.

Error: Please check your email address.
Show Comments

Blog Posts

3 skills you need to drive better collaboration

A study published in The Harvard Business Review found the time spent in collaborative activities at work has increased by over 50 per cent in the past two decades. Larger projects; complicated problems; tighter timeframes: These require bigger teams with specialised skillsets and diverse backgrounds, often dispersed globally.

Jen Jackson

CEO, Everyday Massive

Better the bank you know?

In 2018, only 21 per cent of customers believed that banks in general had their customers best interests at heart and behave ethically. Only 26 per cent believed that banks will keep their promises; views cemented further following the Hayne Financial Services Royal Commission.

Carolyn Pitt

Head of account management, Hulsbosch

What 15 years of emotional intelligence told us about youth media audiences

Taking people on an emotional journey through content is the most critical part of being a publisher. Which is why emotion lies at the heart of VICE Media.

Stephanie Winkler

Head of insights, VICE Asia-Pacific

It's a pretty good idea. I think this integration is useful. Don't you agree?

Misty Stoll

Officeworks hops on voice interface bandwagon with Google Assistant integration

Read more

ok. so no RCS support? by the way, RCS is a lot bigger than 5G in terms of marketing and monetisation so y'all should be covering it.


Optus goes for education with 5G network campaign

Read more

Many companies and individual merchants have shifted their major part of marketing to web marketing services Portland as it weighs fewer ...

Radiata Solutions

6 Ways to ramp up Social Media to Your Web Design

Read more

This is a unique experience! Will be interesting to talk to their managers.

Joyce Harris

​How Krispy Kreme revitalised its brand in a saturated market

Read more

I feel bad for them. It's a shame they are closed now. What do you think about it?

Lisa Deleon

Dick Smith stores set to all close by 30 April

Read more

Latest Podcast

More podcasts

Sign in