How To Transform Your Organization Into A Customer Experience Powerhouse

In my previous blog, I discussed why customer experience is important and what the indicators are that your organization needs to transform itself and its customer experience. In this follow-up blog, I cover how an organization transforms to provide a better customer experience as well as lessons that we've learned from our consulting work.
 
Q: How does an organization begin to transform to provide a better customer experience? 
 
A: Transforming customer experience requires a strategy — a vision for what an organization wants the experience to be and a plan to make it happen. Customer experience professionals whom Forrester surveyed identified the lack of a clear strategy as the biggest obstacle to customer experience success. To overcome this obstacle, Forrester recommends a three-phased approach.
 
 
In practice, there’s no one-size-fits-all approach for transforming customer experience. And it’s not just the customer experience that needs to change. Oftentimes, so does the organization itself. It depends on the current situation as well as the nature and scope of the transformation needed. For example, does an organization need to reinvent to compete and lead in a rapidly changing sector? Is it trying to escape commoditization and build the competencies to stay ahead of the pack? Or is the challenge to repair critical customer journeys and better orchestrate customer experience management across functions?
 
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Transforming Your Organization Into A Customer Experience Powerhouse

Not surprisingly, most executives whom Forrester surveys want their organizations to deliver a better customer experience and to become more customer-centric. But few organizations are achieving this aspiration: 82% of brands in Forrester’s Customer Experience Index (CX Index™) got scores of “OK” or worse by customers.
 
Stakes in the race for customer experience excellence are high: Each year, billions of dollars in revenues are in play, to be won or lost due to customer experience. Many organizations are at risk of losing customers and revenues to competitors and digital disruptors that can provide a better customer experience and respond more nimbly to changing customer needs.
 
Executives often ask Forrester how to deliver a better customer experience. I’ve summarized their most common questions and the answers that we base on our consulting work and research:
 
Q: What do you mean by “customer experience”? 
 
A: Forrester defines customer experience broadly: It’s how customers perceive their interactions with an organization. These interactions range from their overall relationship to specific customer journeys and touchpoints, both digital and nondigital.  
 
Q: Why does customer experience matter?  How does it affect financial results?
 
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