Lior Arussy


About Lior Arussy - Founder of Strativity Group and Author of the Customer Service Experience:

One of the world's leading consultants on customer experience and customer centric transformation, Lior Arussy delivers results. His strategic framework for converting organizations from product to customer centricity is drawn from his work with some of the globe's leading brands - Capital One, Thomson Reuters, HSBC, E.ON, Nokia, SAP, University of Pennsylvania and Wyeth. Arussy's methodology enabled a European logistics corporation to move from 3% annual organic growth to 44% annual organic growth in 2 years.

Arussy led the internet security division at Hewlett-Packard where he grew the business by 50% per quarter for 3 consecutive years. His strategy of enabling eBanking access to consumers via mission critical security was a new concept at the time. At the height of this era, Arussy managed the eBanking security infrastructure for 120 of the largest banks in the world with combined assets of $8 Trillion - no bank was ever compromised.

He is the founder of Strativity Group, a global customer experience research and consulting firm, which helps clients create delightful customer experiences and execute profitable customer strategies. Arussy grew the company from his garage to a multi-national professional firm with offices in the US, Canada, the UK, Norway, Turkey and Australia. The company was recognized by Forrester Group as one of the leading pioneers in the area of customer centric transformation. Strativity measures their success by a single method: the customer's successful execution of their strategies.

His latest book, Customer Experience Strategy, is described as the most ambitious and successful attempt at a comprehensive text on the practice of customer experience management...refreshingly practical by strategy + business magazine

Arussy is the recipient of CRM Magazine's Influential Leader Award and the author of 5 books on customer experience and employee engagement. His syndicated column Focus: Customer reaches over 1,000,000 readers worldwide every month. Over 100 of his articles have appeared in publications around the world, including Harvard Business Review. His accomplishments have been recognized by leading press and analysts at ABC, CBC, Bloomberg TV, The Wall Street Journal, Financial Times, The Times of London, Forrester Research and Gartner.

Arussy completed his undergraduate degree at Case Western Reserve University and received his MBA at Weatherhead School of Management.

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What Lior Arussy Talks About:
Lior Arussy’s presentations are full of refreshingly practical advice for creating ‘wow’ experiences for your customers, aligning all departments towards customer centricity and being exceptionally relevant to your customers’ needs. Based on his corporate experience where he grew HP’s business by 50% per quarter for 3 consecutive years along with the last 10 years of consulting with top brand companies worldwide, Arussy brings valuable insight, fact-filled research and amusing anecdotes to every presentation.

When Customer Experience Success Stops: Everyone Agrees, So Why Are We Not Customer Centric?
While CX initiatives often start with a great fanfare of awareness and assessment, most organizations’ programs end up stalling and fail to completely embrace a customer centric culture. Practitioners are facing a collection of small initiatives and improvements that, at best, fix customer complaints, but do not create exceptional experience or strategic differentiation. Based on lessons learned from 200 transformation programs, this session discusses the gap that prevents organizations from bridging their initial activities to a complete organization-wide transformation.

The New Frontier of Customer Experience: Purpose 
After years of trying to improve customer experience, many organizations succeed only in addressing customer complaints and fixing pain points. But addressing pain points is merely a starting point. Loyalty belongs to those organizations who align their values with those of their customers and create a sense of purpose through their products and services. Creating a purposeful experience requires a new way of designing and implementing the customer experience. This session will explore the definition of the purposeful experience and its principle of design.

Pride – The Missing Ingredient in Any Transformation
Are your employees proud of the company they work for? This is the most critical question for any customer transformation. Based on 15 years of designing customer experiences for organizations, we’ve learned that a critical component to success is pride in the brand. This session will focus on what it means to create pride in a brand and, specifically, the methods to create authentic pride in your brand.

Transformation – Do Your Employees Believe You?
Organizational transformation is dependent on a multitude of factors, beginning with its design and implementation. The most neglected factor in transformation is employees’ trust and belief in the process. Following years of failed initiatives and a serious “launch and abandon” track record, employees develop a skeptical attitude. This cynical attitude is most likely the most significant obstacle to your transformation. Based on an HBR study, 91% of change programs fail to reach their original goals. The focus of this session will be how to overcome employees’ disbelief and cynicism and accelerate transformation. Failing to achieve the transformation goals is failing to implement strategic relevance with customers. Failure is not an option.

Change and Transformation – Address the Past Before You Develop the Future
Employees’ resistance to change is often perceived as a fear of what the unknown of the future holds, as well as an attachment to the known present and the nostalgic past. A Strativity-sponsored HBR study demonstrates that the root cause of failure of business transformation is the human factor. The real issue, however, is the past rather than a fear of the future. In the eyes of employees, change implies that the past was somehow wrong. They cling to the past because it is part of their history, their success. In order to move forward, employees need to contextualize the past and link it to the future. This session explores the lessons learned from over 200 transformation programs and how to create an authentic transformation that will invite employees to accelerate change.

Culture by Design, Not Default: Who Defines Your Culture, When You Don’t?
There are two ways to develop a culture; by design or by default. In the absence of design and direction, culture evolves and develops based on organizational decisions and performance. Every failure, change in leadership, reorganization and layoff erodes the trust of employees. Over time, all of these factors develop a very suspicious employee demographic and an organization that focuses on making “safe decisions” that is less likely to be ready for transformation. Past experiences define an organization as opposed to the thirst for a better future. This session explores ways to shift from a culture by default, to a culture by design.

The Fusion of the Digital and Human Experience
Does your digital experience define your value to customers? If the answer is yes, you are most likely shifting value creation to your customers and reducing the human aspect of your experience. By doing so, you are eroding your perception of value and likely will be exposed to price pressure. Smart organizations are not using their digital presence to replace the human aspect of their experience, but rather, to amplify it. While customer choice and flexibility is powerful, the human role in the experience is now more critical than ever before in creating customer value. This session explores how to fuse your digital presence with human experience to ensure customers’ high perception value and loyalty.

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    It was way beyond what I could have hoped for; the content was fresh, the concepts were inspiring and the delivery was exceptional.

    Global Business Services of Honeywell International, Inc.

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