In Supercharging the Customer Experience, Alan Williams and Dave Stubberfield redefine how companies should approach customer experience strategy. Their core idea is this: great CX doesn’t come from better content, but from stronger context. That means aligning your brand identity, systems, employee engagement, and measurement—not just improving what the customer sees, but how the entire organization delivers it.
Customer experience isn’t just what you deliver—it’s how your organization delivers it.
The authors don’t stop at theory. They bring over 50 years of combined experience into a practical framework that links brand identity, employee engagement, systems and processes, and measurement and insight. Their method is backed by global case studies and tested in real-world transformations. I especially appreciated the “Top Tips” at the end of each chapter. They’re sharp, actionable, and perfect for busy leaders who want to absorb and apply ideas fast.
Alan Williams, founder of SERVICEBRAND GLOBAL Ltd, and Dave Stubberfield, principal consultant at Carter Consultancy, bring a rare combination of strategic depth and operational know-how that makes their approach both credible and executable.
You argue that “context is more important than content” when it comes to customer experience. Can you unpack that idea?
Dave: When we first met to discuss exploring the opportunity of working together, we quickly agreed that there is already a whole load of content about customer experience; books, blogs, training academies, thought leaders, etc. As we explored further, we realised that the missing piece is context – the application of the thinking to different organizations, sectors and circumstances. We believe our quote ‘content without context is toast’ perfectly sums up the situation. Each organization situation is unique and the customer experience strategy and detail needs to be designed taking this into account, rather than a one size fits all approach.
“Content without context is toast.” CX has to be tailored, not templated.
What do organizations most often get wrong when launching a CX strategy?
Alan: If you look at the five Elements from our framework (Brand Identity, Employee Engagement, Customer Experience, Systems & Processes and Measurement & Insight), there is often one (or more) aspect that is either not considered fully or sometimes even ignored. Typically, organizations focus on the customer but a great customer experience is not created in isolation. It is achieved because of alignment in the organization, horizontally (cross functionally) and vertically (from the C-suite to the customer facing teams). If your employees aren’t engaged or equipped, any CX initiative will be short lived. If the customer experience does not reflect the brand identity, customers will, at best, be confused. If systems and processes do not support the customer experience, employees and customers will be frustrated. And if you are not putting in place measurement and insight across the piece, any progress will be ‘in the dark’. Values-driven organizational alignment is the key to sustained performance in the area of CX.
If your CX strategy ignores employees, systems, or brand identity—it’s incomplete.
You say customer experience is everyone’s job. What’s the first step to aligning an entire organization around that mindset?
Dave: Start by making the invisible visible. Use stories, data, and simple visuals to show how every role, even behind-the-scenes ones, contributes to the customer experience. Then create rituals and behaviours that align to the organization’s values that reinforce this daily and make this central to any recognition program. I’d also add that one key step is defining and embedding your brand identity internally. It is only when employees understand what the brand stands for that they can align their behaviour with it. Purpose-led organizations naturally create better customer experiences.
Behind-the-scenes teams shape customer experience too—show them how.
What’s the role of the COO in making customer experience real?
Alan: The COO is often a bridge between strategy and reality. They’re the ones who can hardwire CX strategy into the operating model – making sure it’s not just a slogan, but something you can see in processes, systems, and people management. It’s often overlooked, but the COO is critical to breaking silos. CX doesn’t live in one department – it needs cross-functional fluency. The COO can make that happen through integrated planning, holistic oversight and governance. I liken the COO role to that of a managing director/general manager role in the hospitality sector where I started my career. I believe that many organizations can learn from this appreciation of general management across the business rather than a functional (often silod) approach.
COOs make CX real. Strategy means nothing if it’s not built into systems and people management.
What’s one myth about CX strategy you’d like to debunk?
Dave: That it’s a “nice to have.” CX isn’t about being warm and fuzzy. It’s a growth driver. Customer experience directly impacts revenue, sustainable performance through customer loyalty, and resilience – especially in tough markets. It also unlocks improved performance for employees, service partners, local communities, and investors, creating a virtuous circle. Many leaders in organizations seem to view CX as a buzzword or a tick box exercise and something that they need to do once. Instead, it is better viewed as a constant that should live and breathe day in, day out, in all organizations.
Customer experience isn’t fluff. It’s a performance lever and growth engine.
How do values help drive execution in customer experience?
Alan: Values are what turn intent into action. When your values are clear, lived, and measurable, decision-making becomes easier – especially at the front line where most customer moments happen. We call it the Values Economy: employees and customers are more empowered than ever before and if the organization doesn’t live by their officially stated values, this could the motivating factor to walk away. Therefore, values should explicitly inform your hiring, recognition, service design, and even your supply chain strategy. We believe that the successful organizations of the future will be those that create a shared sense of values across all stakeholder groups. Values are for living, not laminating.
Clear values simplify front-line decisions. They’re your compass, not your poster.
Let’s talk about frontline employees. How do you equip them without overwhelming them?
Dave: By involving them, not just training them. When employees help co-design tools or journeys, they feel ownership – and that reduces overwhelm. Simplicity and empowerment are the name of the game – people support what they create. Also, by connecting the dots – help employees see how their role contributes to the bigger picture. Recognise and celebrate desired behaviours. At the same time, by clear about expectations and deal with any shortcomings. When people feel clarity and purpose, they don’t just perform better – they innovate, adapt with more confidence, need less supervision and are more resilient.
Train less. Involve more. Ownership beats instruction every time.
What advice would you give a new CEO joining a company with poor customer ratings?
Alan: First, collect data to find out what the issues are and identify root causes – get in front of real customers and employees quickly to do this rather than just look at reports. Look for small wins that create visible momentum, and use those to build trust and shift culture. Also, clarify the “why” and articulate a compelling vision that links customer experience to business outcomes and personal leadership legacy. I particularly enjoy helping teams create their vision of future success and then it is ‘just’ a matter of working out what to do to make this a reality!
Start with small wins. Use them to build trust, culture, and momentum.
Supercharging the Customer Experience is a clear, structured guide to what really drives performance. It’s not just about good intentions, but deep organizational alignment. The path to exceptional CX starts on the inside.
Exceptional CX starts inside the organization, not at the touchpoint.
