Are your Customer Experience (CX) initiatives driven by a department at a project or programme level, or is the business truly accountable for its success?
If it’s the former then welcome to the era of slow change! Its logical really – if a CX department creates insight and then defines a programme to change, it has to sell it to the line of business to make any progress. We may think that resistance to change when the proposal is so compelling is wrong. Actually, its human nature and that is tough to change. I have observed hundreds of CX departments who tell me the biggest issue is never about the insight or ideas. Its about getting them implemented.
Moving Customer Experience to the heart of the company is not as difficult as it first appears. It does require:
- Giving the employees CX change capability
- Ensuring there is motivation to participate
- Making sure the C Level CX champion makes the business accountable for the results
Do you know how to do this?
Do you have an active, accessible and influential executive sponsor at the top of the company?
If you have one then you will see change accelerate dramatically.