Most CX investment fails to deliver growth because it starts in the wrong place. Organisations map journeys, measure satisfaction, and fix friction. The work is competent. It just isn't aimed at what causes customers to choose, which is why so many well-run CX programmes produce better experiences that don't move the needle.
We start differently. Before any journey map or improvement roadmap, we diagnose the causal drivers of customer choice. That diagnosis is grounded in Christensen's Jobs to Be Done , the most rigorous framework for understanding why customers hire, fire, or never consider a business in the first place. It surfaces the functional, emotional, and social dimensions of the progress your customers are trying to make, and the forces that determine whether you're in or out of the running.
From that foundation, we design experiences that target the dimensions that actually move behaviour, and build the measurement frameworks to prove they're working. Classic CX practice sits inside this approach: journey mapping, service blueprinting, qualitative research, and satisfaction measurement all do real work, but only when aimed at the choices that drive growth.
We meet clients where they need us. Some need the full diagnostic because they suspect their programme is making the wrong things better. Others have the strategy set and need rigorous experience design to deliver against it. Others have a specific service or touchpoint that isn't performing and need help working out why. The frameworks are consistent. The shape of the engagement flexes to fit what the work actually needs.
Our process
1. Diagnose what drives choice
We begin with a structured diagnosis of your customers' Jobs to Be Done: the progress they're trying to make, and the forces that determine whether they choose you, stay with you, or leave. This is the foundation everything else is built on.
2. Build the CX architecture
Using the diagnostic, we develop a CX architecture that sets the vision, customer segments, experience principles, and a clear articulation of the future state. Journey maps and service blueprints follow from this, not the other way around.
3. Plan your CX effort
We build a prioritised roadmap that focuses effort on the experiences most likely to move customer behaviour. Every initiative is tied back to the causal drivers identified in the diagnosis.
4. Run the experience incubator
We rapidly prototype and test new initiatives using Lean Startup methods, ensuring they resonate with customers before investment is committed at scale.
5. Deliver experiences
We support the launch of validated experiences and put in place the measurement frameworks to confirm they're working and to inform ongoing refinement.
FAQs
What is customer strategy?
Why is CX Strategy important?
What does a CX Consultant do?
How does Purple Shirt approach CX Strategy?
