All best-in-class companies have one thing in common – they all have an awesome Customer Experience infused deep in their DNA. They all live and breathe Customer Experience. From CEO to the newest hire, it’s a part of all of them. So how will you go about infusing the same in your company’s DNA?
The initial answer is fairly simple – by taking in consideration and including everyone. But the process is not simple and many customer experience efforts simply fail. In the most common scenario, an organization has an ongoing NPS tracking across its entire business for decades along with CX on its executive’s scorecards. But the area where they lag is the customer experience team members. The team member often work in a product centric environment and are expected to become customer centric, when the organization didn’t understood what becoming customer centric means and how to get there. In such cases the team members often felt like that they were simply collecting surveys to report figures. They couldn’t understand if customer experience mattered to the business or not and the impact they had.
A general reason for the failure of customer experience efforts is the team or an individual who was assigned to “own” customer experience. While the team members have the best intentions but they couldn’t make a difference because of the limitations set by their organization. Sometimes it’s because of limited resources or competing priorities, and others because of limited visibility to the broader organization. This is why customer experience should be in a company’s DNA rather than being a mere business goal.
So how can an organization become driven by customer experience? Here are four highly important factors to consider:
- Remember succeeding at customer experience is time taking and requires a lot of efforts. It’s not a sprint or there’s a silver bullet or a switch to make this happen fast and easily. Think of it as a transformation journey; success requires commitment, teamwork and time.
- The individual or the team responsible should never work in a vacuum and must have an access to and visibility of the broader organization. Create a process or a platform, such as a forum, where information and idea can flow and teams can collaborate to form customer-focused solutions.
- Understand that you have the support of a critical mass. It’s not about the one individual or the team responsible for customer experience, it changing the organization’s culture. And to do so, you need critical mass. You must focus on everyone from senior executive leaders to individuals across different levels and functions.
- While you convince others for the change, define how it will benefit them. It must be obvious for everyone involved that by becoming more customer-centric and customer-experience focused can make the outcome better for them.
If you follow best practices and have a clear plan, you can create a more customer experience oriented organization and ultimately increase customer loyalty and satisfaction.