Employee Engagement: A Goldmine of Untapped Value (Infographic)

Employee Engagement is one of Temkin Group’s Four CX Core Competencies. In other words, you can’t be customer-centric unless you have a highly engaged workforce. Make sure to visit our Employee Engagement Page.

Here are links to download different versions of the infographic:

Here are links to the research referenced in the infographic:

Report: Customer Experience Expectations and Plans for 2018

Purchase and download Temkin Group report, Customer Experience Expectations and Plans for 2018We just published a Temkin Group data snapshot, Customer Experience Expectations and Plans for 2018.

In December 2017, Temkin Group surveyed 145 respondents – each from a company with $500 million or more in annual revenues – about their customer experience efforts over the past year and their plans for 2018 and beyond. We compared the results of this survey to the results of similar surveys we’ve conducted over the previous seven years. This year’s results show that companies plan on increasing the amount of money and effort they dedicate to improving a variety of customer experience activities.

Here are previous reports from 2017, 2016, and 2015.

 

Download report for $195
Purchase and download Temkin Group data snapshot, Customer Experience Expectations and Plans for 2018

Here are some highlights from the research:

  • 86% of companies have seen a positive impact from their CX efforts in 2017.
  • 81% of companies expect CX to be more important in 2018 than it was in 2017.
  • 62% of companies expect to spend more on CX in 2018 than they did in 2017.
  • The companies that expect to increase their CX staffing in more than five times the percentage that expect to decrease it.
  • Companies plan to increase their spending the most for VoC software and chat bot vendors.
  • Companies plan to increase their focus the most on online self-service experiences, and the least on phone self-service.
  • Companies plan to increase their focus the most on solving customer service issues,  and the least on understanding bills and statement.
  • Companies plan to increase their effort the most on customer insights and analytics.
  • 21% of companies plan to compensate front-line employees based on CX metrics.
  • Compared with other companies, companies with more successful CX efforts in 2017 are employing more CX professionals, focusing more on online chat and new product experiences, and plan to spend more on speech/voice analytics vendors.

Here are the data charts in this data snapshot:

  1. Business Impact of CX
  2. Changes in the Importance of Customer Experience
  3. Changes in Spending on Customer Experience
  4. Changes in CX Staffing Levels
  5. Plans for Spending with CX Vendors
  6. Focus on CX Across Interaction Channels in 2018
  7. Plans to Increase Focus on the CX of Different Channels
  8. Focus on Customer Journeys in 2018
  9. Focus on CX Activities in 2018
  10. Plans to Increase Focus on Different CX Activities
  11. Compensation Based on CX Metrics
  12. Key Differences Between Companies With More Successful And Less Successful CX Programs

Download report for $195
Purchase and download Temkin Group data snapshot, Customer Experience Expectations and Plans for 2018

Free eBook: The 6 Laws Of Customer Experience

Download free Temkin Group eBook, The Sx Laws of Customer ExperienceThis is an update to the original eBook that was published in 2008. It has been downloaded and read by tens of thousands of people around the world and is likely one of the most-read documents ever published on the topic of customer experience.

So enjoy the updated eBook: The 6 Laws Of Customer Experience: The Fundamental Truths That Define How Organizations Treat Customers

Download free eBook: The Six Laws of Customer Experience

Just like the three laws that govern all of physics, there are a set of fundamental truths about how customer experience operates. This eBook outlines the following 6 laws of customer experience:

  1. Every interaction creates a personal reaction.
  2. People are instinctively self-centered.
  3. Customer familiarity breeds alignment.
  4. Unengaged employees don’t create engaged customers.
  5. Employees do what is measured, incented, and celebrated.
  6. You can’t fake it.

The bottom line: To understand CX, you must first understand these laws.

NOTE: CX Institute’s CX Fundamentals eLearning module provides online training for employees across an organization to learn and apply these laws, helping organizations to become more customer-centric.

Report: Lessons in CX Excellence, 2018

Download Temkin Group research report, Lessons in Customer Experience Excellence, 2018We just published a Temkin Group report, Lessons in CX Excellence, 2018. The report provides insights from six winners in the Temkin Group’s 2017 CX Excellence Awards. The report, which has more than 70 pages of content, includes an appendix with the finalists’ nomination forms. This report has rich insights about both B2B and B2C customer experience.

Here’s the executive summary:

This past November, we named six organizations the winners of Temkin Group’s 2017 Customer Experience Excellence Award – AARP, Allianz Worldwide Partners, Century Support Services, Nurse Next Door Home Care Services, Reliant, and Sage. This report:

  • Highlights specific examples of how these companies’ customer experience (CX) efforts have created value for both their customers and for their businesses.
  • Describes winners’ best practices across the four customer experience competencies: purposeful leadership, compelling brand values, employee engagement, and customer connectedness.
  • Includes all of the winners’ detailed nomination forms to help you collect examples and ideas to apply to your own CX efforts.

Download report for $195
Purchase and download Temkin Group research report, Lessons in Customer Experience Excellence, 2018

Here are some highlights from the winners: Read More …

Free eBook: 25 Tips For Becoming A More Purposeful Leader

Free eBook: 25 Tips For Becoming A More Purposeful LeaderAs part of our CX Day celebration, which this year is focussed on Elevating Purpose, we’re giving away this free eBook: 25 Tips For Becoming A More Purposeful Leader.

Free ebook download

One of Temkn Group’s Four CX Core Competencies is Purposeful Leadership. To master this competency, a company must be able to affirmatively answer the question, “Do your leaders operate with a clear, well-articulated set of values?” Purposeful leaders create an engaged workforce and help their organizations deliver positive customer experiences.

This eBook contains these 25 easily adoptable tips from across the Five P’s of Purposeful Leadership. Here are the tips:

25 tips for becoming a more purposeful leader

Also check out our recent video on Purposeful Leadership and the Elevate Purpose page.

The bottom line: Purposeful leadership really matters!

Large Companies Lack Purposeful Leadership

As you likely know, one of Temkin Group’s Four CX Core Competencies is Purposeful Leadership. It requires demonstrating 5 P’s of Purposeful LeadersPersuasivePassionatePropellingPositive, and Persistent.

How prevalent are these attributes? To answer this question, I tapped into Temkin Group’s consumer benchmark study and examined feedback from more than 5,000 U.S. employees. We asked whether or not they agreed that their bosses demonstrated these behaviors that are consistent with the Five P’s:

  • He/she makes decisions that are consistent with what he/she says is important (Persistent)
  • He/she helps you succeed in your job (Propelling)
  • He/she regularly shows appreciation for the work that you do (Positive)
  • He/she doesn’t just tell you what to do, but he/she explains why it’s important (Persuasive)
  • He/she is passionate about the success of the organization (Passionate)

We examined the data across size of organization. As you can see in the chart below, there’s a substantial drop-off above 5,000 employees for all five areas.Purposeful leadership at an organization

6 Levers For Executive Commitment to CX (Infographic)

In the report Activating Executive Commitment to CX, Temkin Group introduces a blueprint that CX leaders can use to gain and strengthen senior executive commitment. It’s composed of six levers: Create Vision Clarity, Share Compelling Opportunities, Amplify Emotional Empathy, Feed Intrinsic Motivations, Enable First Steps, and Fuel Ongoing Confidence. Here’s an infographic that provides an overview.

infographic of 6 levesr for gaining executive commitment to CX

You can download the graphic in several formats:

Want Better Employees? Be A Purposeful Leader

As you likely know, one of Temkin Group’s Four CX Core Competencies is Purposeful Leadership. It requires demonstrating 5 P’s of Purposeful Leaders: Persuasive, Passionate, Propelling, Positive, and Persistent.

Why should leaders bother to adopt these practices?

To answer this question, I took a look at our latest consumer survey and analyzed data from more than 5,000 full-time U.S. employees. As you can see in the chart below, employees who experience the behaviors of purposeful leaders are much more likely to do something that is good for the company even if it’s not expected of them.Employees work harder for personal leaders

This analysis highlights one piece of our dataset that shows how employees work harder for purposeful leaders. We see this same pattern across many other employee behaviors.

Being a purposeful leader is not about being a nice person or a likable manager. It’s about acting in a way that motivates employees and creates a higher performing organization.

The bottom line: Purposeful leaders have more dedicated employees.

The Human Conversational Model (Infographic)

In the report, Humanizing Digital Interactions, we decoded successful person-to-person interactions as a step in developing the Human Conversational Model. It’s the foundation for building compelling interactions with customers. This infographic provides an overview of the model and shows how to apply it to your digital efforts.

Foundations for humanizing customer interactionsYou can download the infographic in several forms:

Report: Activating Executive Commitment to CX

Activating executive commitment to customer experienceWe just published a Temkin Group report, Activating Executive Commitment to CX. Here’s the executive summary:

Organizations that want to drive sustainable customer experience (CX) improvements need to have senior executives who are committed to propel change throughout the entire journey. Successful transformation efforts require senior executives to set the direction, lead communication efforts, model desired behaviors, align resources, and hold the rest of the organization accountable. However, CX leaders and their teams often struggle to obtain the commitment and involvement necessary from senior executives to ensure these change efforts succeed. In this report, we provide a model for how CX teams can effectively engage their senior leaders. Here are some highlights:

  • The blueprint includes six levers CX leaders can use to gain and strengthen senior executive commitment: Create Vision Clarity, Share Compelling Opportunities, Amplify Emotional Empathy, Feed Intrinsic Motivations, Enable First Steps, and Fuel Ongoing Confidence.
  • To illustrate how these levers work, we share examples of 24 best practices from companies including Anthem, CA Technologies, Cisco, Fidelity, Microsoft, Penske Truck Leasing, and Regions Bank.
  • We provide CX leaders with an assessment they can use to identify the commitment stage of their senior executives and offer advice on which of the six levers can have the greatest impact by stage.

Download report for $195+
buy activating executive commitment to cx

Here are the six levers for activating executive commitment:

  1. Create Vision Clarity. Many senior executives are enamored with the idea of customer experience, yet lack a clear picture of what CX really means for their organization. As a result, they aren’t able to persuasively advocate for the required changes. Therefore, CX teams should provide leaders with a clear understanding of where the CX efforts are heading.
  2. Share Compelling Opportunities. Senior leaders will only stay committed to a CX effort for as long as they remain convinced that it will help the organization succeed. That’s why CX leaders must continue to make and reinforce the CX business case to senior executives. This requires establishing a tangible business case and setting realistic expectations for the upside of action and the downside of inaction.
  3. Amplify Emotional Empathy. An executive who is emotionally committed to CX efforts provides a different level of support than one who is only intellectually bought-in. To gain this emotional commitment, the CX team should enhance executives’ natural empathy by bringing customers’ experiences to life for them.
  4. Feed Intrinsic Motivations. Executives are motivated by a myriad of different objectives, such as being seen as successful or reaching some self-defined goals. Intrinsic motivators – like meaning, choice, competence, and progress – can be particularly powerful levers for activating commitment. CX leaders should connect their efforts to the personal goals of executives and should make them feel good about the efforts underway.
  5. Enable First Steps. Even executives who are fully committed to the CX agenda may not know exactly what they can do to help propel the CX efforts forward, especially since they are often juggling many different priorities. It’s up to the CX leader to make it easy for the senior leaders to participate in the efforts by recommending specific, doable steps that they can take.
  6. Fuel Ongoing Confidence. CX teams need ongoing support from their executives; however, senior leaders are prone to distraction and doubt. To keep them on track, CX leaders need to keep executives informed of the progress and success of CX efforts and need to demonstrate to executives that resources are being used well and risks are being managed well.

Here are the best practices discussed in the report:

best practices for engaging senior leaders in customer experience

Download report for $195+download engaging leaders in cx report


Report Outline:

  • Without Senior Executive Involvement, CX Efforts Falter
    • Executives Must Become Purposeful Leaders
  • Six Levers For Activating Senior Executives
    • 1) Create Vision Clarity
    • 2) Share Compelling Opportunities
    • 3) Amplify Emotional Empathy
    • 4) Feed Intrinsic Motivations
    • 5) Enable First Steps
    • 6) Fuel Ongoing Confidence
  • Strategies For Different Levels of Executive Engagement

 

Figures in the Report:

  1. Senior Executives Don’t Always Demonstrate the Right Behaviors
  2. How Senior Executives Play a Critical Role in CX Efforts
  3. Blueprint for CX Leaders: Best Practices for Engaging Senior Executives across the Six Levers
  4. HR Support of Customer-Centricity, CX Leaders Versus Other Firms
  5. Sample Design Persona for an Online Travel Agency
  6. Integrating Executive Sponsors with Other Customer-Facing Roles at Oracle
  7. Disseminating Feedback to Spur Executive Action: Ciena’s Inside Out/Outside In CX Scorecard
  8. Sandy Spring Bank: Meeting in a Box
  9. CA’s Immersion Workshops
  10. Essential Elements of CX Governance
  11. Assessing Senior Executive CX Engagement
  12. Top Levers to Use with Executives by Engagement Level

Download report for $195+download engaging leaders in cx report

The Four CX Core Competencies (Infographic)

Hopefully you’ve read our FREE report, The Four CX Core Competencies. It outlines the blueprint to building a customer-centric organization. We’ve created this infographic to showcase the competencies:

  1. Purposeful Leadership: Operate consistently with a clear set of values.
  2. Compelling Brand Values: Deliver on your brand promises to customers.
  3. Employee Engagement: Align employees with the goals of the organization.
  4. Customer Connectedness: Infuse customer insight across the organization.

four customer experience core competencies

You can also download an 18″ x 24″ poster version.

Report: Employee Engagement Competency & Maturity, 2017

Employee Engagement Competency and maturityWe just published a Temkin Group report, Employee Engagement Competency & Maturity, 2017. Here’s the executive summary of this annual review of employee engagement activities, competencies, and maturity levels for large companies:

Engaged employees are critical assets to their organization. It’s not surprising, therefore, that customer experience leaders have more engaged employees than their peers. To understand how companies are engaging their employees, we surveyed 169 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. Highlights from our analysis of their responses include:

  • Front-line employees are viewed as the most highly engaged.
  • More than 70% of companies measure employee engagement at least annually, yet only 45% of executives consider taking action on the results a high priority.
  • Sixty-four percent of respondents believe that their social media tools have had a positive impact on their employee engagement activities, an increase from last year.
  • The top obstacle to employee engagement activities continues to be the lack of an employee engagement strategy.
  • While only 23% of companies are in the top two stages of employee engagement maturity, this is still an increase from last year.
  • 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, are more likely to take action 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 one of the 17 graphics that shows the maturity levels of employee engagement efforts in large companies and their effectiveness across five employee engagement competencies:Employee engagement competencies

employee engagement competency assessments

Download report for $195+download employee engagement competency report

Report: The State of CX Management, 2017

The state of customer experience management reportWe just published a Temkin Group report, The State of CX Management, 2017.

For the eighth straight year, Temkin Group has evaluated the state of Customer Experience (CX) management at large companies. It includes a lot of details about customer experience within large organizations and examines their effectiveness across Temkin Group’s Four CX Core Competencies: Purposeful Leadership, Compelling Brand Values, Employee Engagement, and Customer Connectedness.

When we analyzed their efforts and their progress this year, we found that:

  • While only 8% of companies view themselves as industry leaders in CX today, 55% aspire to be leaders within three years.
  • A majority of companies have a CX executive in charge of their efforts and a central team who coordinates significant CX activities. The median number of CX staff members falls between 11 and 15 full-time professionals.
  • Companies find significant value in working with voice of the customer vendors, and the percentage of companies who get value out of this relationship has been steadily increasing.
  • We used Temkin Group’s CX Competency and Maturity Assessment, which evaluates four CX competencies­ (Purposeful Leadership, Compelling Brand Values, Employee Engagement, and Customer Connectedness) to benchmark the maturity of companies’ CX efforts and found that only 10% of companies have reached the highest two levels of customer experience, while 59% still find themselves in the lowest two stages.
  • 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.
  • 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:

results from customer experience competency and 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 (2015 to 2017)
  7. Quality of Customer Experience Across Different Channels
  8. Quality of Customer Experience Across Different Channels (2015 to 2017)
  9. Obstacles to Customer Experience Success
  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. Customer Experience Maturity and Competency Based on CX Executive Leadership
  14. Results From Temkin Group’s Customer Experience Competency and Maturity Assessment(2010 to 2017)
  15. Most Frequently Practiced Customer Experience Competency Attributes
  16. Least Frequently Practiced Customer Experience Competency Attributes
  17. Customer Experience Competency Attributes that Improved and Declined Between 2016 to 2017
  18. Overview: CX Competency Leaders Versus CX Competency Laggards
  19. Effectiveness of CX Teams, CX Leaders Versus CX Laggards
  20. Use of CX Tools and Services, CX Leaders Versus CX Laggards
  21. Effectiveness of CX Tools and Services, CX Leaders Versus CX Laggards
  22. Quality of Customer Experience Across Different Channels, CX Leaders Versus CX Laggards
  23. Obstacles to CX Success, CX Leaders Versus CX Laggards
  24. Executive Priorities, CX Leaders Versus CX Laggards
  25. Percentiles of Results From Temkin Group’s CX Competency and Maturity Assessment

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

Report: The Four Customer Experience Core Competencies (Free)

the four customer experience core competenciesIf you are only going to read only one thing about customer experience, then this report is it. It’s the blueprint for building a customer-centric organization… and it’s free.

We just published a Temkin Group report, The Four CX Core Competencies. This blueprint to building a customer-centric organization is an update to our groundbreaking research that was originally published in 2010 and updated in 2013.

Temkin Group has conducted multiple large-scale studies demonstrating that customer experience (CX) is highly correlated with loyalty across many different industries, in both business-to-consumer and business-to-business environments. When customers have a good experience with a company, they are more likely to repurchase from the company, try its new offerings, and recommend it to others.

While many companies try to improve their CX by making superficial changes, Temkin Group has found that the only path to lasting differentiation and increased loyalty is to build a customer-centric culture. Temkin Group has studied hundreds of companies to uncover the difference between CX leaders and their less successful peers, and has identified four CX competencies that companies must master if they wish to build and sustain CX differentiation:

  1. Purposeful Leadership: Operate consistently with a clear set of values. (see video)
  2. Compelling Brand Values: Deliver on your brand promises to customers. (see video)
  3. Employee Engagement: Align employees with the goals of the organization. (see video)
  4. Customer Connectedness: Infuse customer insight across the organization. (see video)

Download report for FREE
download the four customer experience core competencies

This whiteboard video describes the Four CX Core Competencies:

Here’s an infograhic with the best practices described in the report:the four customer experience core competencies

Download report for FREE
download the four customer experience core competencies


Report Outline:

  • Customer Experience: The Case For A New Approach
  • The Customer Experience Core Competencies
    • Purposeful Leadership: Operate with Clear and Consistent Values
    • Compelling Brand Values: Deliver on Your Brand Promises to Customers
    • Employee Engagement: Align Employees with Goals of the Organization
    • Customer Connectedness: Infuse Customer Insight Across the Organization
  • The Journey to Customer Experience Maturity
  • Assessing Your Customer Experience Competency

 

Figures in the Report:

  1. Customer Experience Correlates To Loyalty
  2. The Four Customer Experience Core Competencies
  3. Strategies For The Four CX Core Competencies
  4. Characteristics of Strong Brand Promises
  5. Employee Engagement Virtuous Cycle
  6. Six D’s of a Successful Voice of the Customer Program
  7. Operationalize Critical Fixes: Four Closed Loops For Taking Action
  8. Design Personas
  9. Example of a Customer Journey Map
  10. The Customer Journey Mapping Pyramid
  11. Strategies For Designing Experiences Based on Human Behaviors and Biases
  12. Six Stages of Customer Experience Maturity
  13. Temkin Group’s Customer Experience Competency and Maturity Assessment

Download report for FREE
download the four customer experience core competencies

CEO Guide To The Chief Customer Officer Role

Someone recently raised the question: Why do companies need a chief customer officer… isn’t that the job of the CEO?

Versions of that question have been around since the role started to become popular more than five years ago. It’s a fair question, since organizations can’t just keep adding new “Chief <Fill In The Blank> Officers” to their executive teams.

It turns out that the answer is not a simple “yes” or “no.” Here’s a decision tree that a CEO can use to decide if they should create a CCO role:

Chief Customer Officer positionMy view on this question is the same as it has been for many years, the position makes sense in the right environment. Rather than creating something new, I’m sharing a post from 2012 that still holds true: Timeless Advice About Chief Customer Officers

It seems like there’s been a pickup of interest in the title of “Chief Customer Officer.” I’ve “studied” this role for a while and have worked with dozens of these execs (they often have a different “title”). Here’s my advice for companies that are considering this role that I published in the post: Chief Customer Officer: To Do, Or Not To Do?

There’s a question that I’ve heard a lot that seems to stir up some debate: Do firms need a Chief Customer Officer? Well, I’ve run into zealots on both sides of the argument.

Those who say “absolutely yes” are convinced that companies can’t change without a senior executive who “owns” customer relationships, someone who can bring senior executive visibility to all of a company’s customer-facing efforts. The argument is compelling — customers are certainly important enough to deserve a dedicated executive.

Those that say “absolutely not” are convinced that companies can’t just fix the problem by creating a new executive position. They believe that this ends up being a superficial move — like putting lipstick on a pig. The argument is compelling — people often call for a new executive whenever they don’t know what else to do.

It’s an interesting dilemma when both sides of an argument are compelling. My position on this question is equally dogmatic: Absolutely yes and absolutely no.

To understand my position, let’s start by shifting the question a bit. Instead of asking whether or not you need a person with the specific title of “Chief Customer Officer” let’s ask whether or not you need an executive in charge of a concerted effort to improve customer experience across the enterprise. If a company is truly committed to improving their customer experience, then an executive in charge of that change process will be very important. That person (who may or may not be called “Chief Customer Officer”) can lead a host of efforts like the establishing customer experience metrics and developing of a voice of the customer program.

But this type of position only makes sense if the CEO is truly committed to a significant change and will hold the entire executive team (not just the new executive) accountable for results. If the plan is to make the new executive responsible for “owning” the customer experience, then don’t create this position — it will only provide a handy scapegoat for executives who don’t make the required changes in their organizations.

While we’re on the topic of leading customer experience change, I’ll also point to another post: Corporate Customer Experience Groups; To Do Or Not To Do? Here’s what I discussed in that post:

Transformation isn’t easy. There’s a very strong need for a centralized group when companies are in a transformational mode, making changes that cut across the entire organization. This type of effort can’t be done without centralized support and facilitation. But companies that invest in centralized groups before the organization is committed to the journey are likely to either 1) completely offload responsibility for customer experience to these groups; or 2) stifle these groups through internal politics. In either case, they are likely to fail.

While these groups are important in some phases, they should never “take over” customer experience activities. Instead, they should facilitate and support transformational activities across the organization. In my research, I defined the following 8 categories of activities that these centralized customer experience organizations work on:

  • Customer insight management. Develop and support a voice of the customer program.
  • Customer experience measurement. Create and track key customer experience metrics and related management dashboards.
  • Employee communications. Make sure that employees are informed and engaged in the efforts.
  • Process improvement. Help the organization map interactions from the customer’s point of view and then redesign broken processes.
  • Customer advocacy. Make sure that customers’ needs are taken into account in all key decisions.
  • Culture and training. Actively work on cultural change and identify training required along the way.
  • Issue resolution management. Establish and support the process for solving customer issues that get escalated.
  • Cross-organizational coordination. Support the cross-functional teams and processes that govern the customer experience efforts.

The bottom line: Chief Customer Officers can be valuable in the right environments.