The experience you gain by working through the customer experience competencies and holding people accountable to customer metrics and accountability forums will condition the organization to redevelop the customer experience for greatest marketplace differentiation.
For many people, this is what they thought was going to happen right away. Managing the corporate patience to develop the required competencies to establish a reliable experience is not easy. But if leadership has the fortitude to move the company through the pragmatic stages of what people will see as endless “getting ready,” the payoff in this stage will be worth it. Because the organization will have accomplished the process work and customer-facing metrics, they’ll understand how to rethink through the customer experience.
When you have established a reliable experience, you’ll find it more natural to create cross-company teams for rebuilding aspects of the experience because cross-company metrics are being used. People will be more sensitized to what customers respond to because of the trending of comments and feedback you will have created and managed. This will build a more intuitive approach to brainstorming a differentiated experience.
Finally, leaders will have been conditioned to have a greater understanding of the importance of letting go of functional execution and will be more willing to inspire people to think “experience,” not operational execution.