The Intersection of Customer Experience

The Intersection of Customer Experience, Strategy and BPI

Leveraging customer experience to drive business performance

The Reality

In today’s functional silos, executive leadership defines changes in the strategic direction of the company, the customer facing teams plan customer experience improvement, and operational groups drive business execution improvement. The real debate begins with what needs to be improved first. In a perfect world, all the priority initiatives could be resourced and executed at the same time.  The reality is that each functional area attempts to chart a course that positions their number one priority as the company’s number one priority.  Is there a right one to choose or is it really a function of who lobbies the hardest, and who has been waiting the longest?  Could there be another evaluation criteria that could easily be layered on top of the business cases to help with the prioritization? The answer is a resounding “yes,” additional criteria can be added to the prioritization efforts.  In fact, most companies have already collected the necessary data to enhance the prioritization process.  According to a Gartner study, 95% of companies are collecting customer feedback, but only 35% take actions from that feedback resulting in a failure to use the collected data to its fullest potential.
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