As fundamental as it is, customer experience (CX) would not offer competitive differentiation if all brands were successful in delivering strong CX, and sometimes companies can get in their own way. For one thing, many are organized in a product- or channel-centric way, limiting their ability to easily reorganize to foster good CX.
Some sectors are lagging behind in their understanding of the value of CX. “I work in an industry that not everyone understands,” said Suzanne Mehta, director of experience at commercial real estate firm Cushman & Wakefield. “I’ve been in a job for three years that didn’t exist before. We have a lot of clients who absolutely understand it. And we have some clients that we have to sell to.”
Mehta has found that his clients who get it report to human resources, as opposed to the CFO. The bottom line is that CX could be understated if the responsible team reports to finance.
CX’s success is often tied to having a cross-functional team and a budget, according to Bohb Blair, global chief experience officer for media agency Starcom Worldwide. “You need the ability to work with the various budgets that fund those areas,” he said. “Some organizations are ready for it right away, and they love it. And for some organizations, it’s painful to do.”
“The elements that make up the experience funnel tend to live in different divisions and silos, and there’s no one orchestrating it,” said Todd Unger, chief experience officer for the American Medical Association. “Today’s digital environment demands an operational leader who understands the new paradigm and can lead that orchestration, and has the authority to do so.”
Unger considers himself lucky in that he leads the aspects of the organization that enable him to deliver seamless CX, but notes that most customer experience leaders aren’t empowered in the same way. “Typically he finds a lack of alignment in these areas, or a CX organization that is outside of the line operating structure.”
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This article was originally published on electronic marketer.