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Leadership

The organization shall appoint dedicated, empowered and qualified personnel to lead and facilitate the customer experience transformation journey and drive positive change supported by their holistic cultivation of a CX culture.

The journey to CX excellence starts with appointing the necessary organizational structures to support human-centered transformation. This begins with appointing a formal CX team who are dedicated and empowered to facilitate CX transformation within the organization, as per the below:

The CX transformation team will include a CX leadership in charge of driving and supporting CX-related changes on an institutional level, as well as diverse members from the design, development, and delivery components of the CX program, all responsible for the practical, on-the-job implementation of the CX strategy.

Appointing a team responsible for CX transformation requires extensive planning and an awareness of the respective member’s roles, responsibilities, and competencies. These include integral processes such as driving the organizational culture of customer-centricity forward through top-down directions. 

One must also look beyond the individual and assess how these positions can best fit into the wider organizational hierarchy in a way that ensures alignment with organizational size, scope, nature of work, and any governance requirements. 

All newly defined CX positions must be empowered with the capacity to drive and effect change.

Priority Setting

The organization shall set its priorities, guided by an objective, evidence-based maturity assessment to define its customer experience (CX) strategy based on a holistic and in-depth understanding of the organizational internal and external environment, as well as its customers’ current and future needs and expectations.

The leadership team plays a central role in setting an organization’s CX priorities which are defined as prime areas of focus; including any high-priority services, pillars of their CX strategy, or emerging trends in the CX, administrative, or digital landscape. 

The process of pinpointing priorities can be aided by conducting a comprehensive maturity assessment which assesses general customer perception indicators such as service quality, customer satisfaction score, and customer effort score, where the full version of the present framework can be used to gauge overall CX maturity in the direction, design, development, and delivery domains. The maturity assessment will generate a single, standardized summary score of CX performance, as well as a detailed breakdown of CX maturity within the various dimensions and sub-dimensions.

These inputs then feed into the CX strategy which answers an organization’s question of answers the question: “where do I want to go?”. The outcomes of the maturity assessment provide clear indications of priority areas that can be improved, as well as points of strength that can be leveraged, based on a deep and detailed understanding of the internal and external organizational environment. The CX strategy should be based on a comprehensive understanding of current and future CX trends, organizational capabilities, technological forecasts, the perspectives of multiple stakeholders, as well as any legal frameworks, legislations, or policies which may affect implementation.

Measurement and Learning

The organization shall undertake continuous measurement efforts to ensure and direct improvement and monitor progress in the implementation of their CX strategy across all levels for every delivery channel.

The measurement process of CX is a vital component of all stages of your service transformation journey – from direction and design to development and delivery. The present dimension focuses specifically on CX measurement with respect to the predefined action plan, serving as a guide for directing and ensuring CX progress across all levels of service delivery and across every channel:

Organizations should appoint designated members to employ diverse and reliable CX measurement methods, detailed within a systematic improvement framework. Selected metrics should be targeted toward customers, operations, as well as employees, all while being reliable, practical to use, as well as relevant to organizational outcomes.

The measurement process itself should be updated on a consistent basis and remain efficient, timely, and accurate throughout. After obtaining relevant data, it is important to ensure the systematic synthesis and communication of results to all relevant stakeholders in their preferred channel and medium of choice. Findings must then be compared to past performance as well as the CX action plan to assess progress. All updates or necessary adjustments should be integrated into the CX action plan to maintain feasibility and relevance.