I wrote last week about why Your CX Scorecard is Probably Measuring the Wrong Thing. Now, on a flight home from a client workshop, I have a chance to catch up on some old reading. And it turns out that your CEO likely agrees. You may not be spending time in the right areas – or, at least, not making that clear to the organization.
Walker’s The CEO View of CX includes a survey of Business-to-Business Customer Experience (CX) employees. The survey asked them about their CEO’s top areas of focus, and they selected “Competitive advantage” and “Growth, profitability and valuation” as their top two. But when presented with the same list to describe what they were focusing on, the answers were “Identifying what to do AND how to do it,” “Creating a customer-focused culture,” and “Incorporating CX capabilities throughout the org.” The same list, but completely different areas of focus identified.
Are the two necessarily a mismatch? Of course not. All three areas of CX focus can be building blocks to accomplish the CEO’s goals. However, it’s telling that the CX employees didn’t choose the outcomes, but instead the tasks. And that puts you at risk of being marginalized. Read more