Critical as it is, customer experience (CX) wouldn’t offer competitive differentiation if every brand was successful at delivering strong CX—and sometimes companies can get in their own way. Many companies are organized in a channel- or product-centric manner, making it difficult for them to reorganize to promote good CX.
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CX is still not well understood in some sectors. “I work in an industry where they don’t all get it,” said Suzanne Mehta, chief experience officer of commercial real estate firm Cushman & Wakefield. “I am three years into a job I didn’t have before. There are many clients who get it. Some clients are difficult to sell to.”
Mehta noticed that clients who get it are reported to human resources rather than the CFO. CX can be underappreciated if its team reports into finance.
Bohb Blair is the global chief experience officer of Starcom Worldwide. He says that CX success is often tied with having a cross functional team and a budget. “You must be able and willing to work with all budgets.” “Some organizations love that. For some organizations, this can be painful.
Todd Unger is the chief experience officer of the American Medical Association. He stated, “The elements that make up an experience funnel tend to be in different divisions and silos and there are no ones charged with orchestrating them.” “Today’s digital environment demands an operating leader who understands the new paradigm and can lead that orchestration—and has the authority to do it.”
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Unger is fortunate because he oversees the areas that enable him to deliver seamless CX. However, he notes that not all customer experience leaders are able to do this. “Normally, you find a lack of alignment across these areas, or a CX organization that sits outside the line operating structure.”
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This article was originally published by eMarketer.
