Defender of Data
When Carolyn Muise started at EMC, data was an afterthought. Data teams operated in silos, there were no standard naming conventions, no cataloging process, and no governance board to ensure the protection of customer data.
Muise, the vice president of Total Customer Experience at the Big Data company, changed all of that. As a certified Lean Six Sigma Black Belt, she knows how to get results. She realizes that the transition and management of diverse customer data sets is the most effective way to acquire customers. This is why she spearheaded EMC's Big Data Lake-a master data management initiative to improve data integrity, quality, and provide a central platform for overall data governance. In fact, her leadership around master data management is one of her biggest successes. "Our Business Data Lake and Master Data Management strategy allows EMC teams to proactively drive continuous improvement in solutions and services that are relevant, customized, and add value to our customers," she says.
Why is she a Customer Champion
Carolyn forged long-term relationships between customers, partners, and EMC, producing better outcomes for everyone.
Champion in action
In 2014, Carolyn spearheaded a company-wide "TCE Day" celebration to recognize EMC's customer-centric culture and thank employees for their work. In its first year, the event achieved remarkable success: 4,000 customer and employee attendees at 13 celebrations in seven countries, 100,000 social media views and active engagement from EMC leaders across the company.
Under her direction, EMC's cross-functional teams have pooled hundreds of data sets and data sources into a central repository ("Big Data Lake") and applied standard naming conventions, consistent cataloguing processes and established a governance board to ensure that customer data is both protected and accessible so employees can take proactive action to best serve customers. The Data Lake allows field teams to make faster and more informed decisions, which drives better account alignment and customer satisfaction.
She's also encouraged EMC's Customer Service team to implement a predictive service model, which empowers 300+ front-line service managers to proactively follow up with potentially dissatisfied customers and has resulted in 80 percent of managers reporting at least one customer or business benefit and a 153 percent increase in customer satisfaction.
Although EMC's customer satisfaction increases can largely be attributed to Muise's focus on data and her efforts to integrate the organization, she credits her team as the driver of the company's success. "At EMC, I am fortunate to have 66,000 team members. Each one of these team members impacts the customer experience," she says. "It is this team that is truly the driver behind the success of TCE Program and our world-class customer experience."
Since taking on her role as leader of EMC's TCE program, she has contributed to significant business impact: An NPS increase of 86 percent since 2013, record-breaking and industry-leading customer satisfaction scores, implementation of a company-wide standard to tie executive compensation to NPS metrics, and $80 million in cost savings as a result of TCE-led operational efficiency efforts between 2013 and 2014. Muise's efforts have also resulted in 80 percent of managers reporting at least one customer or business benefit and a 153 percent increase in customer satisfaction.