How can you use brainstorming to improve your organization's customer experience?

I use brainstorming to improve customer experience by bringing together cross-functional teams to identify pain points, uncover blind spots, and generate fresh ideas from diverse perspectives. These sessions are grounded in real customer feedback and data. I focus the discussion on concrete problems customers are facing—like delays, confusion, or service gaps—then prioritize ideas with the greatest impact and assign clear ownership to ensure follow-through.

Um dos pontos chave para um bom brainstorming e criar um grupo multidisciplinar, como vendas, suporte, marketing, produto etc.). Cada departamento tem uma visão única da jornada do cliente e isso pode ser um grande diferencial.

Brainstorming enhances customer experience by fostering cross-functional collaboration to generate diverse, innovative ideas. It enables teams to identify pain points across the customer journey, explore unmet needs, and co-create impactful solutions. Structured brainstorming sessions — such as SCAMPER or mind mapping — promote creative thinking while aligning ideas with business goals. Involving frontline employees ensures practical insights, while rotating facilitators encourages fresh perspectives. Regularly documenting and evaluating outcomes ensures accountability and progress. This dynamic approach drives continuous improvement, customer-centricity, and competitive advantage.

As you mentioned, start with a clear and specific problem statement. This helps focus the brainstorming session and ensures that ideas are relevant and actionable. For example, "We want to reduce the number of customer complaints by 20% in the next quarter." Include team members from different departments and backgrounds. A diverse group brings varied perspectives and can generate more innovative solutions.

As much as inviting diverse participants, creating a safe space to encourage them to contribute is essential. It is easier for some people to share but not all. Yet the silent ones are usually better observers and they can bring a different angle to the conversation. The facilitator can create the space to make sure that everybody finds the comfort to share.

can we go the opposite direction and get a dozen bland clones to echo chamber some truly terrible ideas, cause only once we plum the depths of pure crap can we see the highest mountains of mediocrity. Point and case the last seasons of GOT and Lost, and what ever terribly focus group came up with the KFC Double Down (thanks Omaha).

One strategy that I have found really helpful when wanting new and fresh ideas is to have the team come up with a variety of questions, rather than solutions. Sometimes, the questions will lead the team to root causes that need to be fixed, to new ways of thinking and serving, and to think more strategically.

Want to improve your customer experience? Start by improving your brainstorming. When it comes to CX, better ideas come from broader perspectives. The quality (and quantity!) of insights you generate depends heavily on who you bring to the table. – Mix diverse backgrounds, skills, and viewpoints – Involve those close to the customer – not just those close to the data – Keep your group focused: ideally 4 to 8 participants – Consider inviting external voices: customers, partners, even suppliers – they often see what we overlook The goal? Not just more ideas, but more relevant, human-centered ones that truly reflect what matters to your users. Because great customer experience doesn’t start with assumptions – it starts with understanding.

To generate truly innovative and customer-focused ideas, include a diverse mix of voices in your brainstorming session. • Cross-Functional Representation: Invite team members from different departments—customer service, sales, product development, marketing, and operations. Each brings a unique lens on the customer experience. • Include External Voices: Consider inviting a few customers, partners, or vendors. Their outside perspective can uncover blind spots your internal team may overlook. • Balance is Key: Aim for 4–8 participants to maintain energy and allow everyone to contribute meaningfully. • Ensure Familiarity with the Problem: Participants should understand the issue and the customer base.

Better yet, ask the team to come up with the ground rules to ensure they are bought in and in mutual agreement. You can always make suggestions at the end of the discussion if you feel like anything has been missed.

It is really important to define the goal of the brainstorm in advance. And use a parking lot to put ideas that are off track for landing to come back at a later time. That way all feel valued in their contributions regardless of how far off track the comment was

En cada proyecto se podría configurar una plantilla de FigJam con: - Zonas de divergencia (para generar muchas ideas) - Zonas de convergencia (para refinar conceptos) - Un timer visible para mantener el ritmo - El objetivo específico visible en todo momento Esta estructura visual ayuda a mantener la sesión productiva incluso con participantes remotos.

Concuerdo en la contribución, para generar progreso en la gestión, es necesario considerar diferentes visiones, sobre todo de aquellos colaboradores que realicen labores clave, que tengan a visión más amplia de la gestión operativa. Ellos aportan a la experiencia, al saber hacer, valorar su labor estimulando el compromiso, aporta de forma positiva al cumplimiento de objetivos.

The best brainstorming sessions don’t start with “what’s possible.” They start with the impossible. When we drop the need to be realistic, that’s when the magic happens. The most powerful ideas often sound crazy at first—until someone dares to try. Give people permission to go there. That’s where breakthroughs live.

There are many ways to do this in a virtual setting as well. Tools like Miro, Mural, and even Zoom offer whiteboards and sticky notes that can help organize the brainstorm and increase productivity.

Miro or Microsoft whiteboard are great online tools that can be used to support brainstorming. At this Discovery stage, the key is to let ideas flow without being hindered by solutions. It’s also important to consider and allow for different personality types e.g. some may prefer writing/typing ideas whereas others may prefer brainstorming ideas out loud. Both approaches provide valuable input

Brainstorming is a powerful tool to spark creativity and generate solutions that improve customer experience (CX). By bringing diverse perspectives together, brainstorming “provides the structure to generate innovative solutions and harness collective intelligence” In CX contexts, a clear goal and open mindset are essential. Experts note that sessions should start with a focused problem statement – for example, “How can we improve our customer response times?” – and encourage wild ideas without judgment Critically, planners should invite participants from different roles (and even customers themselves) so a variety of viewpoints contribute to the discussion

Con base al hilo, la magia comienza cuando habilitamos la funcionalidad de notas adhesivas en Figma. Establecemos un temporizador de 10 minutos donde cada participante debe generar al menos 8 ideas. He notado que las mejores innovaciones suelen aparecer entre la idea 6 y 8, cuando las personas empiezan a pensar más allá de las soluciones obvias.

En Inteligencia Financiera, la lluvia de ideas ha sido clave para entender cómo vive el cliente cada etapa de su proceso financiero. Desde que llega con dudas hasta que toma una decisión informada, involucrar al equipo en estos espacios nos ha permitido detectar brechas, humanizar más la experiencia y ofrecer soluciones realmente personalizadas.

Se puede usar la función de votación para que cada participante distribuya sus "puntos" en las ideas que considera más valiosas. Luego, trasladamos las ideas ganadoras a un marco de evaluación de 2x2 directamente en el mismo archivo: Eje X: Facilidad de implementación Eje Y: Impacto potencial en el cliente Este enfoque visual hace que la selección sea transparente y basada en criterios claros.

Algo que ha sido muy revelador para nosotros es hacer grupos focales con quienes no son nuestros clientes. Preguntarles directamente: ¿por qué no nos eligen? ¿Qué valoran de la competencia en términos de servicio? Este tipo de retroalimentación puede abrir oportunidades que ni siquiera sabíamos que existían. Igualmente al organizar una lluvia de ideas para mejorar la experiencia del cliente, a menudo se nos olvida incluir internamente a quienes tienen el contacto más directo con ellos: las personas de campo. Ellos tienen una perspectiva única, basada en lo que realmente ocurre en el día a día, y pueden aportar ideas muy concretas que muchas veces no se ven desde los escritorios.

Medir los avances de forma objetiva a través de indicadores óptimos, que permitan tener una visión más amplia de la situación. La recompensa puede está dividida en base al cumplimiento de objetivos un disminución de desviaciones que comprometan el avance. Por ejemplo comparación efectiva de procedimientos sancionados, progreso de labores encomendadas

Brainstorming is only as good as what happens after. I've seen teams come up with amazing, creative ideas —only to lose momentum once the session ends. What makes all the difference is giving each idea a champion—someone who actually believes in it and wants to bring it to life. It doesn’t have to be perfect or fully mapped out yet. But when people leave the room knowing what they’re excited to explore next, that’s when brainstorming becomes more than a meeting—it becomes movement.

En mi caso, la lluvia de ideas es una herramienta estratégica altamente útil en la formulación y gestión de iniciativas de cooperación internacional, ya que facilita la generación colectiva de soluciones creativas e inclusivas frente a problemáticas complejas. En iniciativas y proyectos de alianzas multiactor, esta técnica permite captar una amplia gama de perspectivas, fomentando la innovación y el sentido de apropiación entre los participantes.

La lluvia de ideas fomenta el trabajo de equipo dentro de una compañía, al compartir diferentes puntos de vista, permite generar propuestas creativas y soluciones centradas en la necesidad, identificando falencias que permitan ser mejoradas para fortalecer la relación y experiencia de los clientes.

Me pareció muy interesante cómo se destaca la lluvia de ideas como una herramienta efectiva para mejorar la experiencia del cliente (CX). Fomentar un entorno donde todos los miembros del equipo puedan aportar ideas libremente no solo impulsa la innovación, sino que también fortalece la colaboración interna. En mi experiencia, implementar sesiones estructuradas de lluvia de ideas ha sido clave para identificar soluciones creativas y adaptativas que responden eficazmente a las necesidades cambiantes de los clientes. Además, este enfoque colaborativo promueve un sentido de pertenencia y compromiso entre los miembros del equipo.