Final part of the series, “What the CEO Needs to Do to Ensure Chief Customer Officer Success.” (8 of 8)
To create the wholesale shift for an organization to cohesively deliver customer experiences is a huge undertaking. Yet it’s quickly agreed to when that charge comes from the president: “We must improve customer relationships and profitability.”
Who wouldn’t salute that flag? But what flag did the company salute?
What did they agree to accomplish?
Therein lies the problem: the CEO’s request for customer commitment contains no direction.
The organization doesn’t know what they’ve agreed to do or how they’ll get it done. The Chief Customer Officer can provide significant value to the CEO and company leadership by framing the scale of the undertaking and establishing a straw-man roadmap for getting the work accomplished over time.
Once the roadmap is created, leaders will have a much better idea of what the work is. And then the president should promote a healthy debate with company leaders and their organizations about how and when the work can happen.
They should reach agreement on:
After the CEO and company leaders put this amount of discussion and rigor into framing the work they will have a much clearer case to lay out to the organization.
Learn more about the five customer experience competencies.
