Forrester Chief Customer Experience Officer Playbook
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Forrester Chief Customer Experience Officer Playbook
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- October 3, 2007 The Chief Customer/Experience Ocer Playbook by Bruce D. Temkin for Customer Experience Professionals Making Leaders Successful Every Day
- For Customer Experience Professionals October 3, 2007 The Chief Customer/Experience Ocer Playbook Lessons Learned From Senior Customer Experience Executives by Bruce D. Temkin with Steven Geller EXECUT I V E S U M MA RY As many rms take on corporatewide eorts to improve customer experience, more of them are establishing positions like chief customer ocer or SVP of customer experience that we collectively call the chief customer/experience ocer (CC/EO). To understand what it takes to be a successful CC/ EO, we interviewed executives from a variety of rms that currently have those positions. Their insights fell into ve categories: 1) Make sure that youve got the right environment; 2) prepare to take on a broad change agenda; 3) establish a strong operating structure; 4) kick o high-priority activities; and 5) look ahead to the future. As these executives start to change the culture in their rms, they are initiating what we call the silent customer experience wars TABLE O F CO N T E N TS N OT E S & R E S O U R C E S 2 Lessons Learned From Senior Customer Forrester interviewed executives with Experience Executives responsibility for customer experience that Make Sure That Youve Got The Right cut across normal product and/or channel Environment boundaries from several dierent organizations including Air Transat, Alaska Air Group, Bank Prepare To Take On A Broad Change Agenda of America, Bombardier, the California State Establish A Strong Operating Structure Automobile Association, Century Furniture, the Kick O High-Priority Activities Colorado Rockies, and Symantec. In addition, Look Ahead To The Future we spoke with Jeanne Bliss, author of the book Chief Customer Ocer: Getting Past Lip Service to WHAT IT MEANS Passionate Action. 13 Theres An Invisible Customer Experience War Underway Related Research Documents Customer Experience Leadership Matters March 2, 2007 Building Your Voice Of The Customer Program February 8, 2007 Experience-Based Dierentiation January 2, 2007 Considering A Chief Customer/Experience Ocer? November 2, 2006 2007, Forrester Research, Inc. All rights reserved. Forrester, Forrester Wave, RoleView, Technographics, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. Forrester clients may make one attributed copy or slide of each gure contained herein. Additional reproduction is strictly prohibited. For additional reproduction rights and usage information, go to www.forrester.com. Information is based on best available resources. Opinions reect judgment at the time and are subject to change. To purchase reprints of this document, please email firstname.lastname@example.org.
- 2 The Chief Customer/Experience Ocer Playbook For Customer Experience Professionals LESSONS LEARNED FROM SENIOR CUSTOMER EXPERIENCE EXECUTIVES Firms are increasingly developing corporatewide customer experience eorts (see Figure 1).1 Since these initiatives require cooperation across existing organizational boundaries, they can benet from having a dedicated executive leading the eort.2 Thats why were starting to see more rms establish positions like chief customer ocer or SVP of customer experience: roles that we collectively call the chief customer/experience ocer (CC/EO). For instance, we recently found that 54% of North American banks have a CC/EO.3 But what should these new executives do to ensure their success? To answer this question, we interviewed CC/EOs from several dierent organizations including Air Transat, Alaska Air Group, Bank of America, Bombardier, the California State Automobile Association, Century Furniture, the Colorado Rockies, and Symantec.4 In addition, we spoke with Jeanne Bliss, author of the book Chief Customer Ocer: Getting Past Lip Service to Passionate Action.5 Weve organized the comments from the interviewees into the following themes: Make sure that youve got the right environment. Prepare to take on a broad change agenda. Establish a strong operating structure. Kick o high-priority activities. Look ahead to the future. Make Sure That Youve Got The Right Environment The role of CC/EO is challenging it requires working across organizational boundaries and breaking down long-term siloed behaviors and attitudes. So an executive should only consider taking on the role if it is positioned for success (see Figure 2). Hold out until you get active support from the executive team. CC/EOs need to inuence changes across the organization. This type of activity can create severe political challenges if the senior executive team is not extremely supportive of the eort. But the support needs to be much more than lip service. Our interviewees discussed the importance of getting regular access to the senior management team and in having those executives publicly support their eorts. Once a month I present to the president of our division and to the chairman of the company who is passionate about the topic. I have the referential power from their commitment. The CEO is a huge advocate for what were doing. That helps internally and externally. He always talks about creating exceptional service for our customers. October 3, 2007 2007, Forrester Research, Inc. Reproduction Prohibited
- The Chief Customer/Experience Ocer Playbook 3 For Customer Experience Professionals You cant underestimate the importance of a champion. You need someone who will get into the details and stand up to his or her peers. Cant just be an advocate; he or she needs willing to get on the stage with you. It takes massive support from senior management. This role can destruct careers. Take on progress against a plan, not improvement in customer metrics. If the CEO points to the CC/EO and says, You need to x our loyalty metrics, then she will be very likely to fail. The rest of the management team will nd it too easy to attribute any bumps in the road to this person. For the CC/EO to be successful, she must be positioned as helping the management team fulll their objectives. Thats why the CC/EOs that we spoke with did not take on responsibility for these metrics, but they were being measured by progress against their project plans. Initially, I asked about what success would look like. The president started rattling o metrics like loyalty. I told him that I could not own those numbers. We established traction on the overall plan as the biggest goal for this work. My goals are around performance against items on my road map. The rst year or two its hard to get measures around employee engagement and satisfaction until you get a handle on them. One of the things that is important is staying exible. If you are thin skinned, then this is not a good job for you. Lots of discussions of my role versus the corporate roles that look at satisfaction. Prepare To Take On A Broad Change Agenda Successful CC/EOs dont own the customer experience. Instead, they take on the role of a change agent pushing a new perspective and customer-centric approaches across the organization. The ultimate goal is customer-centric DNA. The CC/EOs all discussed plans for a number of dierent eorts. While these concrete activities varied across the interviewees, they all shared a common objective that didnt have a clear timetable or a specic project plan: a customer- centric DNA. These execs recognize that the most sustainable advantage for their rm will come from cultural change that requires a concerted long-term eort. Customer experience is a journey; you cant make a dierence overnight. We