Stop Obsessing About Organizational Alignment

I was recently asked a question that I hear a lot, how do we get alignment across our large, complex organization? This is an important question since the path to Experience Management (XM) often requires large-scale change.

I’m now just saying: Stop focusing so much on it. Instead of trying to gain full alignment before you begin, build it over time in an iterative manner that I’m calling Agile Alignment.

When people think about transformation, they often make a false assumption that alignment is required prior to change. They believe that it’s a prerequisite to get all of the key stakeholders on the same page. It isn’t.

If you have limited bandwidth (which is the case for just about everyone I’ve ever worked with), then you have to make trade-offs on where you spend your time and energy. At a simplistic level, you will be faced with deciding between trying to build alignment with people who are not pre-disposed to supporting your efforts, or focusing on driving some elements on your change agenda. My argument is that, on the margin, the latter can be much more productive than the former.

We often assume that alignment is a precursor to change. But let me introduce a new thought: Successful change is the precursor to true alignment. In other words, you may be able to get people passively on-board with your plans, but they aren’t truly on-board until they see something is working and on the path to success.

The ideal approach for driving transformation, therefore, is an iterative process that I’m calling Agile Alignment. It goes like this:

  1. Identify key stakeholders who are actively aligned
  2. Drive successful change initiatives with those aligned stakeholders
  3. Build alignment with a larger group of stakeholders
  4. Go back to step #2

This way, you keep expanding the scope of your efforts and the breadth of your alignment over time.

The bottom line: True alignment follows success.

 

 

Exciting News From The XM Institute

The time has finally come for me to tell people to stop purchasing Temkin Group research reports. Are we eliminating them? No. Are they irrelevant? No. We’ve just decided to give them away for free on the Qualtrics XM Institute site.

That’s right, you can now get access to almost our entire research library for free. One of the reasons we joined Qualtrics was to be able to help more people and organizations. This move shows you the commitment that Qualtrics is making to help the world understand and deliver on the promise of Experience Management (XM).

One of the things you’ll notice on the XM Institute page is a filter to select reports based on Six XM Competencies. Yes, we’ve created a new model. It’s based on the following six competencies:

  • Lead. Architect, align, and sustain successful XM efforts. Driving XM transformation requires a strong program and active support from senior leadership.
  • Realize. Track and ensure that XM efforts achieve business objectives. For XM efforts to have lasting, positive impact, they must align with the overall priorities of the organization.
  • Activate. Create the appropriate skills, support, and motivation. People generally gravitate towards the status quo. To help overcome that inertia, the organization must ensure that employees have all the appropriate XM-related training and support needed.
  • Enlighten. Provide actionable insights across an organization. At the center of XM is the constant flow of data being transformed into useful information and shared with those most capable of taking the appropriate action.
  • Respond. Prioritize and drive improvements based on insights. An organization must act on what it learns by making constant improvements as insights are uncovered.
  • Disrupt. Identify and create experiences that differentiate the organization. Truly successful XM efforts go beyond simply reacting to problems to proactively developing innovative experiences that give the organization a competitive advantage.

That’s just a quick summary. We will be publishing much, much more on this model in the future. It will be the primary lens for all of our content, which is why and we’ve created categories on this blog for the Six XM Competencies.

Enjoy all of the free content on the Qualtrics XM Institute site!

Complexity Is An Experience Killer

I just spent two days in Miami with a great group of executives who are part of the SAP CX Client Advisory Board. One of their presentations described the company’s technology transformation, and included a stream of activity around “decomplexing.” I loved seeing that!

Complexity ends up oozing its way into all types of experiences. Complex products, prices, or processes lead to ill-prepared employees and confused customers. A complex set of benefits leads to ill-prepared HR representatives and confused employees. A complex brand positioning leads to erratic messages and a confused marketplace.

The problem even goes beyond confusion, as complexity causes people to make mistakes — or even to think they made mistakes when they hadn’t. It generates large numbers of unproductive interactions, as people try and sort through the complexity to figure out what they want to, or need to do.

People often try and mask complexity. And while that may be effective in some situations, it ends up failing almost all the time. Why? Because complexity oozes its way into everything. It’s extremely hard to contain. A complex pricing structure can be masked with a configurator, but customers end up being confused about why they have to buy something, the price associated with the purchase, or the information on their first bill.

Organizations have a natural tendency to create complexity. They add rules and processes on top of of other rules and processes. That’s why decomplexing is a great thing to work on. It requires an explicit focus and an ongoing discipline. Making things simple is often much harder than continuing to make them complex.

Decomplexing is worth the effort.

The bottom line: Simplification is a wonderful enabler of great experiences.

The Evolving Role of CX (& XM) Leaders

Last week I spoke at a local CXPA meeting in Boston. We had a great turnout, thanks to the great work of the planning committee and the wonderful space provided by Education First.

image1

I led a discussion about the future of CX, which I believe was applicable to all experience management (XM) leaders. One of my key messages was that we need to think of our roles differently as we push our organizations to even higher levels of CX/XM maturity. Here’s how the role of CX/XM leaders need to change:

  • Early stages of maturity: WHAT WE DO. In the early stages of maturity, you need to build a strong team, a clear message, and a solid work plan. You need to enlist a few external supporters, but a large majority of the effort is driven by your team.
  • Middle stages of maturity: HOW WE INFLUENCE. Once you have some momentum and clarity around priorities, your team needs to shift focus from being doers to being facilitators. You need to build a much broader coalition of supporters and collaborators, and support them as they make changes within their organizations.
  • Advance stages of maturity: HOW CX/XM THRIVES. Once you’ve hit the larger stages of maturity, you need to make sure that good CX/XM practices are not only being deployed, but they’re being embraced. You should be helping leaders across the organization to embed the new practices within their core operations, and find ways to continuously improve on them. Deploying good CX/XM approaches isn’t good enough, as those activities must be nurtured so they don’t get stale over time.

I hope you are able to lead your organization to the advanced stages of maturity. If you do, you’ll likely need to change your approach many times along the way.

The bottom line: CX/XM leaders’ job description shifts from doing to nurturing.

The Engaging Power Of Employee Feedback

Does your organization listen to its employees? I mean, really listen and act on what they say. Based on what our research has uncovered, it’s likely that the true answer is “no.” Check out some data from our recent research:

  • In our Q3 2018 Consumer Benchmark Study, we found that 40% of full time U.S. employees strongly agrees with the statement, “My company asks for my feedback and acts upon what I say.”
  • In the report, Employee Engagement Competency & Maturity, 2018, we found that only 40% of executives within large organizations  put a high priority on taking action based on results from employee engagement studies.

Does it really matter? Yes! While there is enormous value from using employee feedback to improve your business, the true win might be in how it improves the engagement level of those employees.

To understand this phenomena, we examined the relationship between how employees think their company listens to and acts on their feedback, and the degree to which those employees are willing to do something good for their company even if it’s not expected of them. Eighty-two percent of employee who strongly agree that their company takes action on their feedback are likely to do something good for the company, compared with only 30% of those who do not agree.

We decided to dig deeper into the data and look at how this relationship differs across employee roles. As you can see in the chart below:

  • Executives (87%) are the most likely to do something good for the company if their feedback is acted upon.
  • Financial services sales or relationship management employees (19%) are the least likely to do something good for the company if their feedback is not acted upon.
  • The “do-good gap” is largest for B2B sales or relationship workers, where there’s a 65-point difference in employees’ likelihood to do something good for the company based on how the company deals with their feedback.

1902_EmployeeFeedbackValue3

The bottom line: Employee feedback is an under-appreciated gift.

CX Myth #5: Wow Customers During Every Interaction

CX Myths: Debunking Misleading Beliefs About Customer Experience

Many common beliefs about customer experience are misguided, based on oversimplifications or a lack of consideration for real-world constraints. In this series of posts, we debunk these myths.


CX Myth #5: Wow Customers During Every Interaction

What’s Wrong: While it may be appealing to think about creating an amazing experience every time you touch a customer, it’s just not appropriate or practical. All interactions should aim to meet your target customers’ success, effort, and emotional expectations, but in many cases they aren’t looking to be wowed. And if we put the same energy into all interactions, then we are underinvesting in the situations that matter the most to our customers.

What’s Right: Customer experience is not about wowing customers, it’s about delivering on your brand promises. Otherwise, companies that wanted to be great at customer experience would face an endless escalation of costs as they continue to layer on wow-inducing elements across their customers’ lifecycle. You need to understand how you want to be differentiated in your customers’ eyes (brand promises), and make investments in customer experience that bring those differences to life.

What You Should Do:

  • Elevate your brand promises. If you don’t know what makes you special, then you will never be able to effectively prioritize your resources. Start by making clear brand promises, then embrace those promises by helping all employees understand what those promises mean and what role they personally play in making the promises come to life. Finally, keep the promises by holding each other accountable to them on an ongoing basis and measuring yourself against them.
  • Master key moments. A handful of moments disproportionately impact your customers’ perceptions of your organization, and therefore disproportionately impact their loyalty. First identify these moments, and then invest in making those moments emotionally resonant experiences that reinforce your brand promises.
  • Focus on customer expectations. Delivering a great experience does not mean being better than your competitors. Their brand promises may be different than yours, or they may not be setting the right bar for key moments. Instead, measure yourself against your customers’ expectations. Are you exceeding your brand promises in the eyes of your key customers? If the answer is “an easy yes,” then you may want to consider even more aggressive brand promises.

The bottom line: Don’t try and wow customers, live up to your brand promises.

Employees Want To Make A Positive Impact

What motivates employees? This may seem like a difficult question to answer, but it’s not hard at all. There’s one overwhelming answer: Making a positive difference.

In our latest consumer benchmark study, we asked more than 5,000 full-time U.S. employees to select which of eight job characteristics they felt was the most important. Here’s what we found:

  • Making a positive impact: 42%
  • Earning a lot of money: 14%
  • Advancing your career: 13%
  • Building stronger skills: 12%
  • Using your judgment: 8%
  • Being seen as a top performer: 6%
  • Making friends at work: 3%
  • Impressing your family and friends: 2%

Making a positive impact is also the most important job characteristic across all age groups. As you can see below, it becomes increasingly more important as employees get older. For the youngest employees, being seen as a top performer comes in a close second place, but nothing is even close with older employees.

1811_JobImportanceByAge_v1

We also asked employees about the elements of their job that they enjoy. The chart below shows that once again, making a positive impact comes out on top across age groups and increases with age. For younger employees, building stronger skills is a very close second. As employees get older, using your judgement becomes an increasingly enjoyable element of their job.

1811_JobEnjoymentByAge_v1

The bottom line: Help employees feel like they’re making a positive impact.

eBook: Humanizing Customer Experience

Temkin Group eBook: Humanizing Customer Experience (CX)Temkin Group has labeled 2018 “The Year of Humanity.” To support this theme, over the past year we have conducted research and developed content – such as this eBook – specifically aimed at helping fellow CX professionals improve the world around us. In this eBook, Humanizing Customer Experience, you will learn about:

  • The Six Key Traits Of Human Beings that are important to understand how people think, feel, and act.
  • How individuals can improve humanity by embracing diversity, extending compassion, and expressing appreciation.
  • Three strategies for CX professionals to improve humanity: act with purpose, create positive memories, and cultivate deep empathy.

Temkin Group eBook: Humanizing Customer Experience (CX)

 

CX Myth #3: You Can’t Manage What You Don’t Measure

CX Myths: Debunking Misleading Beliefs About Customer Experience

Many common beliefs about customer experience are misguided, based on oversimplifications or a lack of consideration for real-world constraints. In this series of posts, we debunk these myths.


CX Myth #3: You Can’t Manage What You Don’t Measure

What’s Wrong: When people talk about CX, they often repeat a popular saying “you can’t manage what you don’t measure.” That’s just not true. Most of the things we manage in life don’t have a formal measurement. Every day we wake up in the morning, get dressed, and get to work – all without any specific measurements. The same is true at work, and with CX. If we see an employee make a client upset, we don’t need a score on a customer survey to know that it’s a problem.

What’s Right: The correct saying should be “you can’t manage what you don’t understand.” Unfortunately, leaders sometimes just slap measurements on CX, which leads to the suboptimal approach of blindly managing by the numbers. When you talk with customers and employees about different aspects of customer experience, you can often discover insights that either never show up in your measurements, or appear long after you should have known about them. Ideally, you use CX measurements to enhance your understanding, not to replace it.

What You Should Do:

  • Increase leadership CX IQ. If you want leaders to be less metrics-centric and more successful at driving an organization towards becoming more customer-centric, then those leaders need to have a clear and consistent view of how a customer-centric organization operates. A good place to start is by having leaders review Temkin Group’s CX Competency & Maturity Model. After that, you can create measurements that map to the leaders’ understanding of CX.
  • Prune action-less metrics. Since leaders are often enamored with metrics, they tend to track an increasingly larger number of them over time. The growth remains unfettered, as very few organizations have a good approach for stopping measurements once they’ve been created. Every year or so, companies should have a metrics cleansing period, during which time there’s a pro-active focus on removing metrics that have not recently provided demonstrable value.
  • Prioritize qualitative research. The push to metrics often causes organizations to put most of their market research budget on quantitative studies that result in trackable measurements. But deep insights into customers often comes from qualitative studies that examine why customers think and behave the way that they do. Look for places to explicitly fund more qualitative studies by cutting back on the least impactful quantitative studies.
  • Measure collective results. CX success requires efforts across an entire organization. So watch out for measurements that isolate the activities of individual people or teams. The narrower the measurements you use, the more likely you are to de-incentivize collaborative behaviors. Focus on metrics that capture real-world team-based activities.
  • Look for leading indicators. Most metrics represent backwards-looking scorecards, describing how an organization performed in the past. While a retrospective view can be helpful, it’s more valuable to understand what activities will impact your organization’s future CX trajectory. Use predictive analytics to identify what activities with different customer segments will most improve your CX metrics in the future.

The bottom line: CX insights don’t always require CX metrics.

CX Myth #2: You Need A 360-Degree View of Customers

CX Myths: Debunking Misleading Beliefs About Customer Experience

Many common beliefs about customer experience are misguided, based on oversimplifications or a lack of consideration for real-world constraints. In this series of posts, we debunk these myths.


CX Myth #2: You Need A 360-Degree View of Customers

What’s Wrong: If companies had an unlimited set of resources to plow into their customer insights efforts and an equally unlimited number of people prepared to take action on those insights, then shooting for a 360-degree view of your customers would be viable. But this is not the case for most organizations. So striving to understand everything about every customer (360-degree view) pushes organizations to over-invest in data and squeezes out the critical focus on taking action on the insights.

What’s Right: Organizations need to focus their insights efforts in areas where they are prepared to take action. Rather than aiming for a 360-degree view of all customers, organizations would be better served with a more targeted approach, focusing their insights investments on understanding key customer groups during specific parts of their journeys.

What You Should Do:

  • Separate the notions of Detect and Diagnose, which are two parts of the Six D’s of a Voice of the Customer Program. You can track the high-level feedback from a large number of customers (“Detect”) and then use those insights to identify areas where you should dig deeper to drive action (“Diagnose”).
  • Identify the actions that your organization is prepared or willing to take based on customer insights. This includes items across all four action loops: immediate response, corrective action, continuous improvement, and strategic change.
  • Define the target customers that you need to understand in order to support actions. This should include the type of customers and the specific stages of their journey that you’re most interested in understanding.
  • Make it as easy as possible for people across your organization to use the insights. Tailor the information to the specific ways that people in your organization make decisions. Minimize the requirement for non-analyst users to interpret and manipulate the data to uncover actionable insights.
  • Whenever you’re presenting customer insights, try not spend more than 20% of the time discussing data. Use the majority of the time talking about what the data means,  implications, opportunities for improvement, and next steps.
  • Help stakeholders across your organization understand new and more impactful ways that they can use customer insights to drive action. They may not immediately understand how to best use insights, so you may need to help them evolve through seven stages to a data-centric mindset.

The bottom line: Focus on developing the most actionable insights.

Report: Employee Engagement Competency & Maturity, 2018

Purchase report: Employee Engagement Competency & Maturity, 2018We just published a Temkin Group report, Employee Engagement Competency & Maturity, 2018. Here’s the executive summary of this annual review of employee engagement activities, competencies, and maturity levels for large companies:

To understand how companies are engaging their employees, we surveyed 178 large companies and compared their responses with similar studies we’ve conducted in previous years. We also asked survey respondents to complete Temkin Group’s Employee Engagement Competency & Maturity (EECM) Assessment. The EECM Assessment places companies in one of five stages of maturity and evaluates their performance across five employee engagement competencies: Inspire, Inform, Instruct, Incent, and Involve. Highlights from our analysis of their responses include:

  • Team leaders of non-customer-facing groups are the least supportive of customer-centric activities.
  • Nearly 70% of companies measure employee engagement at least annually, yet only 40% of executives consider acting on the results to be a high priority.
  • The top obstacle to employee engagement activities continues to be the lack of an employee engagement strategy.
  • While only 19% of companies are in the top two stages of employee engagement maturity, 49% are in the bottom two.
  • When we compared companies with above average employee engagement maturity to those with lower maturity, we found that employee engagement leaders have better customer experience, enjoy better financial results, have more coordinated employee engagement efforts, have more widespread support across employee groups, are more likely to act on employee feedback, and face fewer obstacles than their counterparts with less engaged workforces.
  • You can use the results of the EECM Assessment to benchmark your own employee engagement activities.

Download report for $195+
Buy employee engagement competency and maturity report

Here’s an excerpt from two of the 19 graphics that shows the maturity levels of employee engagement efforts in large companies and their effectiveness across five employee engagement competencies:

Employee Engagement Competency & Maturity ModelEmployee Engagement Competency & Maturity Levels of Large Organizations

Download report for $195+download employee engagement competency report


Report Outline:

  • Employee Engagement Efforts Are Underway
  • Assessing Employee Engagement Competencies and Maturity
  • Employee Engagement Leaders Versus Laggards
  • Propel Your Employee Engagement Efforts

 

Figures in the Report:

  1. Importance of Employee Engagement and Customer-Centric Culture
  2. Support For Customer-Centric Activities
  3. Employee Engagement Measurement
  4. Overview of Employee Engagement Activities
  5. Employee Engagement Obstacles, 2016 to 2018
  6. Employee Engagement Competencies and Maturity Levels
  7. Employee Engagement Competency & Maturity Assessment
  8. Results From Employee Engagement Competency Assessment
  9. Results From Employee Engagement Competency AssessmentBetween 2016 and 2018
  10. Highest Performing Employee Engagement (EE) Competency Elements
  11. Lowest Performing Employee Engagement (EE) Competency Elements
  12. Customer Experience and Financial Results: Employee Engagement Leaders Versus Laggards
  13. Organizational Culture: Employee Engagement Leaders Versus Laggards
  14. Executive Priorities: Employee Engagement Leaders Versus Laggards
  15. Overview of Employee Engagement Activities: Employee Engagement Leaders Versus Laggards
  16. Employee Engagement Measurement: Employee Engagement Leaders Versus Laggards
  17. Support For Customer-Centric Activities: Employee Engagement Leaders Versus Laggards
  18. Employee Engagement Obstacles: Employee Engagement Leaders Versus Laggards
  19. Percentiles of Results From Temkin Group Employee Engagement Competency Assessment

Download report for $195+
Buy employee engagement competency and maturity report

Report: The State of CX Management, 2018

The State of Customer Experience (CX) Management, 2018We just published a Temkin Group report, The State of CX Management, 2018.

Temkin Group has evaluated the state of Customer Experience (CX) management at large companies for nine years in a row. This year, the benchmark is based on a survey of 171 companies with at least $500 million in annual revenues. Respondents not only answered questions about CX management, they also completed our CX Competency and Maturity Assessment. When we analyzed organizations’ CX efforts and progress towards maturity, we found that:

  • While only 7% of companies view themselves as industry leaders in CX today, 54% aspire to be leaders within three years.
  • Only 13% of companies have reached the top two (out of six) levels of CX maturity.
  • Of the four CX Core Competencies, Compelling Brand Values continues to be the most problematic for companies.
  • Twenty-two percent of firms have at least 21 FTEs in their centralized CX groups.
  • Companies rate themselves highest for customer insights & analysis and weakest for ambassador programs.
  • Voice of the customer software and market research vendors are the most valuable CX tools and services.
  • Two-thirds of companies think that their phone agents typical deliver a good experience, while only 11% feel that way about chat bots.
  • The top obstacle that companies face is other competing priorities, which has been at the top of the list for several years.
  • When we compared CX leaders with CX laggards, we discovered that the leaders enjoy stronger financial results, are more likely to have senior executives leading company-wide CX efforts, employ more full-time CX employees, use more experience design agencies, and feel more supported by senior leaders.
  • CX leaders are more likely to describe their culture as being Customer- or Mission-Centric, while CX laggards are more likely to describe theirs as Sales- or Profit-Centric.

This report also includes an assessment that companies can use to benchmark their CX efforts and capabilities.

Download report for $195
buy the state of customer experience management report

Here are the results from Temkin Group’s CX Competency & Maturity Assessment:

Download report for $195
download the state of customer experience management


Report Outline:

  • Customer Experience Management Within Large Firms
  • Assessing The Four Customer Experience Core Competencies
  • Comparing CX Leaders and CX Laggards
  • Assess and Improve Your CX Competencies

 

Figures in the Report:

  1. Customer Experience Today and Future Ambitions
  2. Customer Experience Leadership and Coordination
  3. Customer Experience Coordination and Staffing
  4. Customer Experience Team Effectiveness
  5. Customer Experience Tools and Services
  6. Customer Experience Tools and Services (2016 to 2018)
  7. Quality of Customer Experience Across Different Channels
  8. Quality of Customer Experience Across Different Channels (2016 to 2018)
  9. Obstacles to Customer Experience Successes
  10. The Four Customer Experience Core Competencies
  11. Temkin Group Customer Experience Competency Assessment
  12. Results From Temkin Group’s Customer Experience Competency and Maturity Assessment
  13. Results From Temkin Group’s Customer Experience Competency and Maturity Assessment(2010 to 2018)
  14. Most Frequently Practiced Customer Experience Competency Attributes
  15. Least Frequently Practiced Customer Experience Competency Attributes
  16. Customer Experience Competency Attributes that Improved and Declined Between 2017 to 2018
  17. Overview: CX Competency Leaders Versus CX Competency Laggards
  18. Effectiveness of CX Teams, CX Leaders Versus CX Laggards
  19. Use of CX Tools and Services, CX Leaders Versus CX Laggards
  20. Effectiveness of CX Tools and Services, CX Leaders Versus CX Laggards
  21. Quality of Customer Experience Across Different Channels, CX Leaders Versus CX Laggards
  22. Obstacles to CX Success, CX Leaders Versus CX Laggards
  23. Executive Priorities, CX Leaders Versus CX Laggards
  24. Predominant Culture, CX Leaders Versus CX Laggards
  25. Percentiles of Results From Temkin Group’s CX Competency and Maturity Assessment

Download report for $195
buy the state of customer experience management report

 

Temkin Group's FREE Online Customer Experience (CX) Competency & Maturity AssessmentWant to gauge your organization’s customer experience maturity or how well it’s doing across the Four CX Core Competencies? You can access Temkin Group’s online CX Competency & Maturity Assessment… and it’s FREE.

Report: State of the CX Profession, 2018

Download report, State of the Customer Experience (CX) Profession, 2018We just published a Temkin Group report, State of the CX Profession, 2018. This is the fifth year that we’ve examined the roles of CX professionals and the third year that we’ve done a compensation study. Here’s the executive summary:

To understand the mindset and roles of customer experience professionals today, we surveyed 221 CX professionals and then compared their responses to similar studies we’ve conducted over the previous six years. We asked respondents about how their CX efforts impacted their organization last year and what their company plans to do during the coming year. This report also includes a compensation study, which is based on the 158 respondents who agreed to participate. Here are some highlights from the research:

  • Eighty-seven percent of respondents say that their customer experience efforts have had a positive business impact in 2017.
  • Ninety-six percent think that customer experience is a great profession to be in.
  • Eighty percent think that customer experience will be more important for their companies in 2018 than it was in 2017, compared to the 5% who think it will be less important.
  • Forty-eight percent expect to see an increase in their customer experience staffing levels this year, compared with only 6% that expect a decline.
  • Respondents plan to increase their spending most on voice of the customer software.
  • Respondents plan to increase their focus most on Web experiences and customer insights and analysis.
  • The total amount of compensation in our study ranges from $104,000 for mid-level individual contributors to $296,000 for CX executives.

Download free report from CXPA website

Download report for $195
BuyDownload3

Here’s some data showing some of the results from the compensation study:

Compensation ranges for customer experience (CX) professionals

Download report for $195
BuyDownload3


Report Outline:

  • The Life of A Customer Experience Professional, Circa 2018
    • CX Professionals Have More on Their Plates in 2018
  • CX Professional Compensation Study

 

Figures in the Report:

  1. Demographics of Respondents
  2. Business Impact of CX
  3. Satisfaction with the Profession
  4. Satisfaction with Elements of their Roles
  5. Job Searching and Professional Development
  6. Key Activities of CX Professionals
  7. Change in Importance and Staffing
  8. CX Spending Levels
  9. Focus on CX Interaction Channels
  10. Focus on CX Activities
  11. Range of Compensation for CX Professionals
  12. Comparison of CX Professionals Across Job Types

Download report for $195
BuyDownload3

Customer Focus Boosts Employee & Business Performance

It turns out that having a customer focus isn’t only good for customers, but it’s also good for employees and financial results.

We asked more than 5,000 U.S. employees to identify what they felt was the top priority for their senior executives. We also asked them about their work efforts and the financial performance of their organization. As you can see in the chart below:

  • When senior executives care the most about customers’ needs, employees try their hardest and the companies have the best financial results.
  • The next best place for senior executives to focus is on fulfilling the organizations mission.
  • When senior executives are mostly focused on generating more profits, they end up with the worst employee and financial performance.

Research on 5,000+ employees shows that companies that focus on customers have better financial results and employees that try harder.The bottom line: Focus on your customers, not on your profits.