It's part two of "Dee and Adam go to the CEdMA conference" and this time, we do get White Castle! Or at the very least, we get tasty nuggets of wisdom from Dee based on her experience evolving her team from Customer Education into a Scaled CX organization that includes several programs and channels, including Digital Customer Success. Dee talks about what it means to make this shift, how owning a segment of customers drives clarity and incentives. She shares design principles she's used to build and lead effective organizations, including optionality, data hygiene, digital as a foundational journey, hybrid digital and field models, experimentation, in-house production and experience design, risk monitoring across the journey, and resisting false dichotomies. She shares how to look at the happy path and off-track path, with smart signals and CTAs along the way. We even talk about how you can improve your presentation game using Miro and "Steve Jobs-style keynote" formats.

Check out Dee's slides here: https://drive.google.com/file/d/1x0zyKQOdskWX8Mr7andJfFj60USDzmk_/view?usp=drive_link

Alternate title: Adam and Dee go to a conference and do not get White Castle.

In March, Dee and Adam keynoted the CEdMA (Customer Education Management Association) conference in Austin, TX. In this episode, Dee interviews Adam about his keynote presentation. We'll be back with Dee's presentation in the next episode.

Adam's keynote was about Scaled CX ecosystems and what's necessary to make them good. (Spoiler alert: it might have something to do with the unique shape of your business and customer base) Walking through experiences at Optimizely, Checkr, Slack, and Personio, we look at what's in an ecosystem and what makes it tick. Do you need a help center? (yes, probably) What types of training and academy do you need? How about a community? Dev docs? Digital CS? And how should all of those things connect? That's what we get into in this episode.

Find Adam's presentation here: https://drive.google.com/file/d/15NPhlqcTy7VgaNuTI0kEVVA3YNS5WqGO/view?usp=sharing

Plenty of CSMs see training customers as a core part of their job. But is it, actually? And if it is, should it be?

It's a common headache in customer success: who should actually train customers? Should the customer success team be doing training, or should that be someone else's job? Sometimes customers need technical training, sometimes they just need to learn best practices, and sometimes they don't even know basic processes in their own industry.

The question we're grappling with: When does training become a waste of time for customer success managers, and when is it actually crucial for driving customer outcomes?

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