produx.todayMarcel Heinze
empty CXM management board room
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Management Needs to Co-Own CXM or Die Trying!

Management Alignment Formula:
CIO + CMO = CXM Success

The management of many organizations struggles with the complexities and rapidly shifting requirements for delivering effective, or even average, digital CXM Strategy. The two top-level executives most responsible for this, the CIO and CMO, still have their work cut out to close ranks further and sustainably deliver on what has become the most defining aspect of business today.


Why CXM Efforts Fail: Lack of Top Management Support

Rather than the CMO securing sign off from the CEO and agreeing on budget allocation with the CFO, the decision of where and how to allocate investment for customer experience management requires buy-in and advocacy from many senior executives around the organization. For example, working with the CIO will ensure you have the right technology in place to enable more sophisticated personalization, while not forgetting continuity with existing IT and legacy systems. COO involvement can make certain that internal resourcing and processes support the requirements of the CXM program.

The success of a CMO’s digital marketing strategy is dependent on all C-Suite members understanding how it will enable the company to meet wider business objectives, improve sales and therefore the bottom line.


Align Top Management in Co-Owning CX Performance

  • Your CEO must be the ringleader of intentional CX as your firm’s North Star.
  • Every executive reporting to the CEO co-owns CX performance.
  • Nobody gets a pass: every functional area strengthens/weakens CX.
  • Conduct an annual offsite correcting what’s at-odds with intentional CX.
  • Every senior leadership team member co-owns CX management.

Reset CXM Roles as Facilitators of CX Accountability

Every employee has a fiduciary responsibility to your company — a legal or ethical relationship of trust with company resources. These resources include assets of all kinds (budget, facilities, tools, agreements, goodwill, and the well-being of all company relationships: fellow employees, suppliers, agents, channels, media, public, and customers.

Every employee has a ripple effect on the customer experience. As Dr. Deming said, “What everyone in a company does can be reduced to one of two functions: to serve the customer or serve someone who does.”

The primary purpose of a Chief Customer Officer or customer experience manager is to facilitate all employees’ self-management of their ripple-effect on customer experience.

Become a Master of Formal Change Management

  • As a CX professional, every group across your company is your customer.
  • Take a course in organizational change management.
  • Start change management months before any major change.
  • Dedicate a team meeting at least monthly to update change management templates.
  • Change management is key to maximizing buy-in and continual follow-through.

Manage CX as a Flow

  • Pillars and silos are contradictory to CX excellence.
  • Put the basics together across this flow from the start.
  • Strategy + culture first, fueled by voice-of-the-customer.
  • Customer engagement can be organic to the extent employees are engaged in making a difference for customers.
  • Enduring growth through CXM requires strong execution of “middleware” in this model.
  • Retention, loyalty, and business results are earned by syncing your business with CX insights.


Further reading

Written by
Marcel Heinze
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1 comment
  • […] In most cases, the audience that spends the most time with your brand is your employees. While your customers may have anything from occasional to frequent contact, your employees have consistent exposure. That is why you should put Employee Experience Management before Customer Experience Management (CXM). […]