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Posted by Paul Hagen on October 17, 2011
“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:
One of the most interesting discussions focused on getting risk/compliance people into the process:
Strategy. Everyone at the table agreed that having a clear customer experience strategy is important, although some admitted that their strategies were still “ad hoc.” Explanations included:
Culture. Attendees kept coming back throughout the day to the importance of culture.
Overall, CCOs at the roundtable believe that the work of driving customer experience maturity at their companies is an ongoing a process, rather than an initiative with a specific end date. As customers change their behavior and motivations, the practices that the companies put in place will help them to adapt more rapidly and uncover new opportunities.
These discussions took place on September 27, 2011, at a member meeting for Forrester’s customer experience executive program. The program is a peer networking group of select chief customer officers from leading companies worldwide. Learn more at http://www.forrester.com/LeadershipBoards/MarketingPrograms.
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