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Megan Burns

Fortune 500 Customer Centricity Strategist | Keynote Speaker

Megan Burns is a customer experience strategist, Fortune 500 advisor, and keynote speaker with over 20 years of experience helping companies build customer-centric cultures and improve their customer experience.1 She is the Founder and Principal of Experience Enterprises, a company she started in November 2016.1

Before founding her own advisory practice, Burns spent more than a decade leading customer experience (CX) research at Forrester.1 Her work at Forrester covered various aspects of experience management, including metrics and ROI, CX maturity, governance and process, culture and leadership, change management, and executive engagement.1

Burns has worked with major companies such as Microsoft, Dow, Workday, FedEx, Akamai, DHL, Verizon, and AT&T.1 She is known for her ability to make complex ideas easy to understand and turn broad goals into practical, executable plans.1

Some of her notable achievements include:

  1. Developing Forrester's Customer Experience Management Maturity Model1
  2. Leading Forrester's US Customer Experience Index from 2011 to 20161
  3. Co-creating a new version of the CX Index methodology in 2014, which rates experiences based on their impact on customer loyalty1

Currently, Burns focuses on helping B2B leaders build systems to manage customer relationships as thoughtfully as they manage finance and operations.1 She is recognized as one of the world's foremost experts on leading experience transformation at scale.2

Highlights

Aug 21 · linkedin

Is there any such thing as good tension? Most uses of the word are negative - there was tension in the room, my back is really tense.

But tension isn't always bad. Avoiding it can cause bigger problems.

This was the core idea of a recent HBR article that's worth reading. It's about what makes a genius leadership team, and a key characteristic is that they don't avoid tension or conflict. They welcome it.

Individual executives challenge ideas and each other in a constructive, respectful way. The intent isn't to prove who is smarter or better. It's to make the best possible choices they can for the business.

The article's authors call this type of conflict "generative tension."

When it happens, it's magic. I know because generative tension is what made my decade as an analyst so rewarding. Analysts' favorite thing to do is debate ideas with a group of smart people. Whether it was chatting in the lunchroom or collaborating on a stream of research, we made a sport of challenging assumptions and ideas. Did it get heated? Sometimes. But the arguments were never personal. They happened because we shared a fierce passion for understanding the true nature of things.

It takes a certain kind of culture to support constructive confrontation. Psychological safety must be extremely high, and employees need to know when to stop talking and start doing. Otherwise you risk falling into rabbit hole after rabbit hole without producing results.

Have you ever experienced "generative tension" or "constructive conflict?" Have you seen teams that operate this way? What about those environments made it possible?

If you haven't experienced this, what do you think gets in the way?  

#wordnerdwednesday

HBR arcticle: https://lnkd.in/dWsi29Bj

Aug 15 · linkedin

I'm going Live on LinkedIn on Tuesday September 10th to talk about how to understand the level of trust within your culture/organization.

Related Questions

What are some key projects Megan Burns has led at Experience Enterprises?
How did Megan Burns transition from Forrester to founding Experience Enterprises?
What are the main strategies Megan Burns uses to help companies build customer-centric cultures?
Can you provide examples of companies Megan Burns has worked with and their outcomes?
What is Megan Burns' approach to customer experience management?
Megan Burns
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Location

Greater Boston