In 2007, I wrote a report about how to measure customer experience across an entire enterprise. At the time, I could find just three companies – three! – that were actually measuring CX this way. Everyone else I talked to said that their companies had no CX measurement, or that they measured CX in a piecemeal way, touch-point by touch-point. They desperately wished that executives would see the value of measuring and managing CX at an enterprise level, but admitted their leadership just wasn’t thinking that way yet.
Fast forward to 2014 and things look a lot better in the world of CX. Leading companies in every country and every industry are making CX a strategic priority, investing millions to improve how customers perceive their interactions with the firm. It’s great to see, but I have to admit…I’m not willing to declare victory just yet.
My concern is that these improved customer experiences won’t stay good over the next five years. There remains a risk that this flurry of improvement projects will fade into memory, allowing dysfunctional CX practices and processes to revert back to their old ways.
To keep that from happening, companies need to do more than fix broken customer journeys or re-design average ones. They need to increase their level of CX maturity by creating self-sustaining systems (human and technological) in each of the six disciplines that characterize great CX companies – strategy, customer understanding, design, measurement, governance and culture. But are they?Read more