You have some serious work to do before your customers experience your CX vision.
First, you need to educate your organization on the core principles of customer experience. If the organization does not understand what customer experience is, you will not get the funding or organizational support you need to build customer-centric experiences.
This realization is particularly painful for those of us who see the inefficiencies that cause bad journeys and want to make the experience better for our customers. At this stage, though, the best advice I can give you is to wait before you move. Measure three times and cut one time.
Educate the C-Suite on CX fundamentals
First, you need to educate your C-Suite on the concept and discipline of customer experience. Your C-Suite may or may not know what NPS is. They may use NPS already. Or, they may use NPS only for one touch point rather than the whole journey. They may identify NPS as a corporate goal that signals that CX should be a priority for the entire organization. Or not.
You need time to assess your particular scenario and start building awareness to reach the next level of understanding and organizational buy-in. This may take months or a year. However long the expected turnaround is, you need to endure it before you start solving customer problems.
Get buy in for measurement
Why can’t you (or the C-Suite) expect an immediate turnaround? Because of our good old friend measurement. You do not want to do all the work and not get credit for it when it does not directly (or immediately) impact revenues or costs. You need NPS (or another CX measurement) to evaluate your work. It is important to have a CX measure so you can correlate it and tie it to productivity, to savings, or to another benchmark that is part of your current corporate measurement structure.
Go beyond CX training
The first part requires heavy lifting: getting your executive team to accept that you will measure NPS across the customer journey within the organization. This includes looking at cross-functionally that risks revealing some inefficiencies in their departments.
Now, you are ready to educate the teams of employees who will deliver the personalized experience you have envisioned.
How do you do that? The easy answer is training. That works for those who want to influence the culture of one division. Or, if all you are doing is running a Call Center.
However, if your organization is more complex, training alone will not help you achieve your CX goals. The entire organization needs to buy into your customer experience vision.
Don’t limit your CX vision to customer service providers
Imagine you want to help your customers complete an interaction with you early so they are not forced to wait later. This could be to check in for a flight or to advance register for an expo.
When you think of CX vision, this is probably not the first example that comes to mind. But remember what we spoke about last year: you may have a CX job already and not know it. So, back to our example. To remind an app user to check in early, you need your digital team to prioritize this feature on the app before other features that are on the list from other departments. To send a tailored email campaign to all your exhibitors, you need the marketing team to schedule your campaign on the right date to meet your CX needs. This could push other company messaging to a later date.
If all you do to initiate customer-centric CX in your organization is hold a customer service training, the digital and marketing teams you need to buy in will be excluded. They will not hear or understand the CX vision you are trying to implement and the value it has for the organization as a whole.
Create customer-centric culture across departments
This is why CX professionals need to start educating everyone in the organization. And I mean everyone, from the front desk greeter, to the marketing manager, to the IT staff. To do this you need a lot of time and patience. You also need to inspire the teams and explain why it really matters to do what you want them to do when you want them to do it.
The trouble with building journeys is that you cannot do it only with one touch point. You need more in order to connect those points and build the seamless experience that truly puts the customer at the center. Educating all departments on customer-centric culture helps to do that.
Walk the talk
So, be the brand ambassador for customer-centric culture and infuse that in every conversation you have with every person in your company. Try to customize your messaging so you do not come across as self-serving, but rather as someone who genuinely cares about the customer (as you do!).
This article was originally published on DoingCXRight