Last week we began a new series of articles to complement our Experience Economy series, what we are calling Becoming Customer Focused.
Whereas the Experience Economy articles detail Customer Experience Strategy from start to finish, Becoming Customer Focused will pay attention to how to actually commit change throughout an organization.
This week, we will outline a key component of any change strategy when implementing a new – or looking to maximize ROI of an existing – Customer Experience (CX) strategy in an organization: the Customer Change Council.
One of the biggest challenges to CX in any organization is the existence of departmental silos. Of course, departments are a required output of the fundamental hierarchical structure of the vast majority of business. Organizationally, they play an important role in delineating the roles and responsibilities necessary to operations.
However, this structure is also one of the fundamental challenges faced by many organizations as they try to improve their CX. A lack of coordination between an organization’s departments can be one of the key factors in causing a poor Customer Experience.
A typical customer touches many parts of the organization throughout their life cycle, and a lack of shared information about the nature of their previous relationship with the organization is one of the key challenges an organization faces.
So, with respect to change management, the question becomes: how can we break down these internal departmental silos?
The answer is Customer Change Councils.
Whenever we take on a new client, one of the requirements in the onboarding process is to nominate a Customer Change Council. The purpose of these councils is to bring together key people across the organization to review the ‘end to end’ experience, participate in regular meetings and CX workshops, and ultimately, to implement change within their own departments.
They do this in a two-fold process: first, they represent their department in the CX strategy process, voicing departmental concerns, challenges, and context, ensuring that their department influences both CX strategies and tactics.
Second, they return to their departments and evangelize the CX messages and concepts that are developed by the Council itself. They act as a conduit between the CX Council and their department, translating information in both directions, and setting the foundational communication necessary to break down those departmental silos.
Next time, we will look at how these Customer Change Councils actually work, how they are comprised, what they talk about, and what a typical meeting looks like.