Alignment of senior decision-makers is key.
The fix for this problem is simpler than we think, although it does take a good deal of commitment.
You can recognize disconnected silo agendas at work when short-term revenue requirements compromise long-term revenue efforts.
Many organizations gear up for “customer focus” action only when the survey results have just come out or are about to be announced. There’s the mad dash to try to see how the data coincides with each operating area. A leader requests several groups work together to “solve the situation.” This begins the cycle of many meetings, ideas and proposed actions, but little movement.
Most companies jump into the CX work without evaluating how the organization works together, whether the CEO is truly committed and if the patience exists for the long road ahead. There are eight key issues that usually get in the way of making progress in your focus on customers inside your organization.
We force customers to figure out our organization charts in order to do business with us. When we deliver a defaulted experience, the discontinuity in the experience is often where the organizational breaks exist. It is in these hand-offs that customer experience failures occur.
The lack of a unifying purpose for customer treatment across the silos and a hodgepodge of inconsistent metrics means that different parts of the organization deliver to customers at varying levels of performance. The delivery of service frequently goes up and down based on the mood, competence, or opinions of the person interacting with the customer.
The silos often get in the way when we are serving customers. We deliver a broken up experience when the data does not connect – and so the frontline is compromised with lackluster information. Customers are triaged, put on hold, or passed from one person or department to another.
Can you “jump a fence” to connect the silos and data? Rackspace makes it easy to get help, support, and service without the customer “hot potato.” They connected the team to give customers peace of mind.
The shorthand for the CCO role is reframe the work of the business through the lens of how the customer experiences your company. Start clarifying the customer work across the organization by utilizing three tools to help you define delivery, accountability and metrics. Tool 1: Define Customer Stages. Tool 2: Identify Cross Silo Dependencies. Tool 3: Evaluate the Silo Impact Across the Customer Experience.
Annual planning is perhaps one of the greatest missed opportunities regarding customers. Everyone’s budgets and plans get cobbled together. We miss the opportunity to strategically forge ahead on key things that would have an impact for customers.
Are you capitalizing on annual planning? Do you utilize data, customer feedback and real time outcomes to manage customers as assets?