“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.
“Customer experience (CX) maturity” was the topic of Forrester’s recent chief customer officer (CCO) roundtable meeting. Based on a recent report by Megan Burns called “Customer Experience Maturity Defined,” the customer experience leaders present took Forrester’s self-test of key CX practices, discussed their own company’s strengths and weaknesses, and shared successes and challenges they faced at their companies in interactive discussions throughout the day.
Here are some of the highlights from the discussion.
Governance and project investment. A significant portion of the discussion revolved around customer experience governance and getting funds for projects. There was clear agreement in the room on needing CX leaders at the top levels of management. For instance, the CCOs were saying:
“Customer experience loses at the corporate budgeting level. You need to be there or have an exec like the CFO fighting for you there.”
“Get on the decision-making body for investments and make sure you at least have veto power over projects.”
“When I’m making the business case for CX-related projects and pushing it up to the C-level, I always build ranges into the outcomes (e.g., reduce churn by 0.5% [worst case], 1% [middle case], and 2% [best case]; increase word of mouth by 2% [worst case], 5% [middle case], 10% [best case]). I get less argument about even the low number . . . people are overly optimistic.”