“Customer experience is everyone’s business” is a mantra that I often hear from customer experience leaders. Of course, it’s true. The entire purpose of a company as an entity is to provide value to customers in exchange for a payment. Every activity that the company performs is part of the ecosystem that delivers the perceived value that a customer receives.
But connecting the dots to those behind the scenes from IT to logistics planners and compliance individuals challenges many customer experience leaders . . . as well as the leaders of those behind-the-scenes departments. I’m feeling this challenge poignantly right now as I prepare a keynote speech for Forrester’s joint Infrastructure & Operations and Security Forums coming up in a few weeks. Let me share a few pointers that I’ve gathered from customer experience leaders who helped guide my thinking:
Translate the language. As customer experience professionals, we have built a vocabulary to describe the tools and methodologies of our practice in the same way every other department has created its own language. Customer experience leaders have to translate these practices into the beliefs and behavioral norms of the departments if they are going to change the way things are done. Change agent, champion, or customer advocate programs at firms like John Deere, Philips Electronics, Intuit, and Fidelity are great mechanisms to provide these translators.