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The concept of a ChiefCustomerOfficer (CCO or, sometimes, CXO) is still pretty fresh for a lot of organizations. Without these insights, it’s likely to be too late when the Customer finds out after a change has already been made.
I was recently speaking with a friend who’s a ChiefCustomerOfficer. She has the support of her boss, the CEO, who often speaks of the importance of CX and why having a ChiefCustomerOfficer is so valuable. Oh, boy, have I been there.
Recently I wrote about a friend of mine, a ChiefCustomerOfficer who was struggling with breaking through to her leadership colleagues the importance of taking action to improve the organization’s CX. The advent and popularization of the role of the ChiefCustomerOfficer is a great thing.
The company in question didn’t have much experience with a deliberate, dedicated CX function and was interested in investigating what a true Office of the Customer—led by a ChiefCustomerOfficer—would do with itself.
The company in question didn’t have much experience with a deliberate, dedicated CX function and was interested in investigating what a true Office of the Customer—led by a ChiefCustomerOfficer—would do with itself.
But just as important, whether your CX department is tucked away inside CS or (if you’re doing it right), you’ve got a full-up Office of the Customer headed by a ChiefCustomerOfficer, Customer support should be one focal point of your CX efforts. That only makes sense.
As a CX consultant and Fractional ChiefCustomerOfficer, at times I’ve had clients and worked with companies in highly-regulated industries; from healthcare to insurance as well as others. In the online webinar panels I moderate, I also come across senior leaders at companies in these sorts of fields all the time.
And in the end, it’s not just my reputation as a CX professional (and Fractional ChiefCustomerOfficer or CX consultant) that’s at stake: It’s the overall impression of CX as a profession itself.
If, in your division (whichever it is), you’ve seen the importance and impact of concentrating on your Customer, take those successes and share them. They may tap you to be that company-wide ChiefCustomerOfficer. Broaden your scope and pull for a more universal CX organization with a similar purpose but broader reach.
If they were really that important and you really wanted them to have an actual seat at the table, you’d fill it with a no-kidding ChiefCustomerOfficer. up to the table, but not important enough to invest in an actual representative to sit at that table.
But it’s not giving away of trade secrets to acknowledge that, if you’re getting CX right, it’s because your entire Customer Experience enterprise (your Office of the Customer, your ChiefCustomerOfficer, and all that) spends most of its time and energy implementing changes and process improvement engagements.
Fast forward now to my life as a Fractional ChiefCustomerOfficer and CX consultant (and constant pest when it comes to preaching about the value of feedback), and it occurs to me: Maybe it’s okay sometimes to ask for a positive review.
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