We’ve evaluated the pros and cons of primary reporting locations for the customer experience (CX) function and ideal CX leader qualities in previous articles, “Where Should CX Live Within An Organization?” and “Does Who’s Driving the CX Bus Make a Difference?”
It’s now time to discuss the organizational elements that are necessary for CX to thrive in an organization (regardless of the reporting structure your organization chooses or the characteristics of the person leading the CX function).
We utilize a continuous improvement framework with our clients that starts with the principle of “design with the end in mind.” This means achieving one or more of the four key economic pillars: acquiring more customers, keeping more customers (reducing churn), growing lifetime customer value (CLV), or reducing cost to serve.
The Five Stages of the Continuous Improvement Framework:
Stage #1: Design
Clearly design an experience strategy that aligns with overall company goals and brand promise, driving customer outcomes.
Stage #2: Listen
Thoughtfully deploy modern listening strategies and data integrations across the journey to expand and enhance an integrated view and holistic customer understanding.
Stage #3: Understand
Consolidate all data streams and leverage advanced analytics to identify where and how to act (and the anticipated impact on customer outcomes).
Stage #4: Transform
Create & implement dynamic action plans, training, and policies that facilitate organizational change (and promote activities that drive customer outcomes).
Stage #5: Realize
Evaluate and demonstrate results of experience initiatives including (but not limited to) organizational change, improved metrics, and financial impact.
Building the Foundation for A Successful CX Program: Moving Beyond the Continuous Improvement Framework
Beyond those five core stages, though, there are certain foundational and organizational elements that must be present for CX to thrive in your company.