I was recently speaking with a friend who’s a Chief Customer Officer. She was in good spirits but nonetheless was lamenting a bit about her colleagues: “It’s like I feel I have to defend my existence sometimes,” she said. Oh, boy, have I been there. My career has included time within PMOs, BPM/BPI organizations, and of course CX. Some organizations approach these sorts of disciplines as nice-to-haves, often because it’s fashionable to put effort (or appear to do so) into these sorts of things. At the end of a lean quarter, or if temporary business enthusiasm simply starts to ebb, you find yourself on the chopping block. No matter how poorly sales go, it’s never sales they come looking to get rid of. But our sorts of ‘ancillary’ organizations are often in the crosshairs.
Fortunately, my friend didn’t mean it that way. She didn’t feel her job was on the line or that her team could be cut because people didn’t see the value. That’s a relief. But more frustrating for her was that she found it difficult to gain traction and buy-in for her CX improvement efforts. She has the support of her boss, the CEO, who often speaks of the importance of CX and why having a Chief Customer Officer is so valuable. But whenever she attempted with her peers to institute a change or to improve something in what they did in order to improve their CX, she ran into continual pushback. (more…)