Is It Time to Hire a Customer Experience Director or Chief Customer Officer?

For those of us working across the Customer Contact space, Customer Experience is not a new concept, however, dependant on which company, or organisation you talk to, the understanding and use of Customer Experience and the people employed within this category is still very different from business to business.  The role of a Chief Customer Officer, or board level Customer Experience Director is a post yet to be fully embraced in many companies or organisations but should this change?

Is It Time to Hire a Customer Experience Director Chief Customer Officer.pptx

There is an opinion that to deliver a truly great Customer Experience there is no place for siloed teams or departments, there has to be one person focussed on the customer who has the ability to advocate and influence the board room.  This is where the Board appointed Customer Experience Director or the CCO comes in.  Without this level of role it seems that ‘Customer Experience’ is at risk of becoming an over-used term, which was recently discussed on the Customer Experience Management Group with a post from Kevin Brown ‘I am concerned with the growing executive backlash against CX and would like to hear your insights’ and a recent blog post from Bob Thompson who wrote ‘The biggest danger to CX is simply this … HYPE’,

So, is it time for you to hire a Customer Experience Director?

Customer Experience Things to Do - Time to Recruit a Customer Experience Director

Peter Massey, Managing Director and Co-founder of Budd:

Good question – In my experience, customer experience directors often have huge influence but no authority. They are brought in to educate the CXOs (CEO, COO, CFO, CMO etc) that the customer is not the remit of customer services and that the CXOs collectively own the customer experience. Once that job’s done, their team is redistributed and they go.

There are a very few customer experience directors who, in great businesses, own all the customer touch points and associated operations. They get much more done, more quickly. They know how to join up insight & engagement with rapid change of operations, self service and marketing.

As you know we have facilitated the Chief Customer Officer Forum for the past 7 years. It’s an important part of our passion: “How do we stop doing dumb things to our customers and our people?”. In my view, it should remain a fictional title – a role that anyone and everyone can take on for the organisation. For staff and for customers, leadership used to be an act of the leader, today it’s a 1000 acts of a 1000 people everyday.

So in answer to your question “Is it time…..?”, here’s a checklist for the CEO:

a) Do I really believe the customer and the front line staff come first?

b) Do I know how to lead from that position and make the quarterly numbers without it being a trade off?

If yes and yes, its a really good start and you probably don’t need a customer experience director. You just need some practical processes putting in place.

If yes and no – you’re in the danger zone, so go learn externally how to make the numbers follow the belief before working out the plan of attack

If no then recruit a Customer Experience Director. And choose whether its one who has your full authority over and across the various functions of the business. Or whether its one in one of the silos. Very different people and impact.

Ian Golding, Customer Experience Consultant and Board Member of the Customer Experience Professionals Association (CXPA):

‘Have you ever been involved in a discussion in an organisation along the lines of ‘who actually owns the relationship with our customers?’. I have……many times. Ownership of the customer, and the experience that the organisation delivers to them has always been subject to debate around the globe.

In my time as ‘Head of Group Customer Experience’ for a retailer, I reported in to the Chairman, the HR Director, The COO and the Group Retail Director – not all at the same time, I might add! Whoever your business recognises as the ‘owner’ of customer experience, I would ask you to consider the fact that everyone on the board should collectively own the customer experience. However, I have often argued that having an independent ‘mirror’ at the board table will lead to a greater focus on customer experience. Someone who is independent of any customer facing process, but responsible for bringing the voice of the customer to the table, can be the conscience of the business. It is not that easy though. Being independent can make a CX Director very unpopular – if you continually point the finger without enabling change to happen in the right way, you will end up being seen as the CCI (Chief Company Irritant), rather than the CCO.

I believe a business must be ready to appoint a genuine customer experience director – and what I mean by genuine is NOT renaming the customer service director or marketing director. There must be collective agreement around the board table. Many US businesses have already embraced the model – we need more UK based organisations to now follow suit.’

Jayne Hall, Customer Experience Consultant:

Suggesting a board level Customer Experience Director or Chief Customer Officer may seem frivolous to organisations who believe they already focus on customers. However, many organisations even when they see customer experience as a top strategic priority and have a proliferation of tactics and projects underway, still struggle to do anything significant for customers.

In my experience, what they are usually missing is a dedicated executive leading the effort:  in charge of a concerted programme to improve customer experience across the organisation, driving cross-functional alignment and co-operation across silo-ed departments, commanding the attention of the senior executives and very robustly influencing the organisation.

Having a board-level Customer Experience Director or Chief Customer Officer shows that you are serious about customer experience:

•             Giving customer experience the attention that it deserves, not just paying lip-service – a board champion overseeing the strategy,  getting into the details and standing up to his or her peers to drive action

•             Connecting the dots between departments and initiatives, bridge conflicting agendas and providing relentless focus and discipline to driving a co-ordinated, systematic and sustained, organisation-wide customer experience programme

•             Getting buy-in from functional leaders and mobilising change – overcoming political challenges breaking down organisational silos and cultivating cooperative relationships

•             Building and maintaining organisational enthusiasm – overcoming inertia and barriers to change

•             Implementing cultural change and spreading customer centricity throughout all areas of the organisation

•             Bringing a customer experience “balance” to executive decision-making

But this type of position only makes sense if the CEO is truly committed to a significant change, will make it a dedicated C-level role and hold the entire executive team (not just the new executive) accountable for results.

If the role is a lower level, it does not show your customers and employees how important the work is, and, it is not going to empower the role holder with the real authority and necessary statute to break down all the corporate silos for successful delivery. It’s illogical to think that your leaders will want to collaborate on strategy and direction with a Customer Experience Director or Chief Customer Officer who is not considered a peer. If the Customer Experience Director or Chief Customer Officer is not board level, the customer effort will be greatly compromised.

Likewise it will not work as well, if the role is layered onto an existing one with an already over-flowing line of responsibilities.  For example, someone running an operating area (such as customer service) and layering the cross-functional customer work on top of that.

Customer experience thrives with the right executive leadership.

What do you think?

We would like to hear from you if you are a CCO or Customer Experience Director, or work for a company that has one and if you feel it has made a difference to your business, or, if you disagree that there is a need for a Customer Experience Director, do let us know your comments here:

If you are thinking of hiring a Customer Experience Director, or are a Customer Experience Director looking for your next move, then do give us a call on 0845 620 9720 or email us mail@douglas-jackson.com.

About Douglas Jackson Executive Search and Recruitment Consultants

Douglas Jackson are an Executive Search and Independent Recruitment Consultancy offering professional executive recruitment and managerial appointments on a permanent and fixed term contract basis. We work with customer and experience focussed organisations, who want to develop, or, improve their operation, sales, strategy, service, experience, or success. We recruit for Chief Customer Officer, Director, Head of Department, Manager and skilled strategists for; Customer Service, Customer Experience, Customer Contact, Resource Planning, Operations, Strategy, Insight, Analytics, Sales, Success, CRM, Data, Programmes, Transformation, Continuous Improvement, and Contact Centre. We work in partnership with our customers across the UK and internationally, many of whom are FTSE 100, blue-chip brands but also challenger, fintech and start-up organisations, to design, develop, deliver and manage your Customer strategy. Revolutionise your Recruitment and Retention of New Hires. Douglas Jackson Search takes the guesswork out of your hiring. Sourcing Exceptional Talent….Define your Customer Strategy. Lead your Operations. Design your Customer Experience. Direct your Digital and Customer Contact. Transform your functions. Develop your Customer Insight. Manage your Data/CRM, Deliver your Sales and Customer Success. Differentiate your business and brand.
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13 Responses to Is It Time to Hire a Customer Experience Director or Chief Customer Officer?

  1. Pingback: Tech Innovations Continue to Shape In-Store Experience | Shopper 360

  2. ijgolding says:

    Reblogged this on ijgolding.

    Like

  3. Steve James says:

    couldnt agree more with Jayne’s bullit point list. Find myself connecting the dots all too often.

    Like

  4. Karen Wenborn says:

    A brilliant (and timely) piece. Most organisations genuinely do believe that the customer is firmly positioned at the heart of the business. Without any proof whatsoever that this is, in fact, the case.
    The bottom line stills rules in the board room and it takes “an independent ‘mirror’ at the board table” as Peter says to take those first steps toward true customer centricity. Think of it as a construction project. Leveling the site and removing the silos, before the re-building begins. In the meantime building those bridges and getting the materials ready. I could go on but run the risk of straining the already overworked analogy!

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  5. Craig McVoy says:

    This role will grow in the coming years as the importance of the customer experience becomes the key differentiator between good and great company performance. As it has been explained though companies need to be ready for what the role finds to be reality, and ready to tackle the challenges that turn it into a market leading customer centric organisation. Social media will make this more and more public and therefore the voice at the top table will need to hold equal footing alongside the rest of the CXO community, to truly succeed in promoting the desired experience for the customer.

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    • Thank you for your comments Craig, we agree. Even if organisations do not embrace the Chief Customer Officer/CX Director role and culture, the scope and importance of their customer interactions across the entire organisation, will be critical for companies who want to achieve profitability and efficiencies, as well as great performance and or, customer acquisition/loyalty. Michelle

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  6. milesctToby says:

    A really great article, customer experience really is a crucial differentiator, even more so in austere times.

    I think this can also be taken to another level by looking at the structure of a customer experience department. A possible structure could be having teams such as online, marketing, comms, support, research and UI/tech design teams reporting into this structure to ensure a fully aligned aproach to delivering a consistently great experience across all touch points.

    Starting off, this would involve research into current customer journeys and analysing the customer effort score and then implementing a framework for the introduction of new services.

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    • Many thanks for your comment and we are really pleased you liked the article. You make some good relevant points, sorry I don’t know if your name is Toby or Miles from your username, or something else?. To deliver a great Customer Experience across all touch points, whether you have the role of a Chief Customer Officer, or Customer Experience Director, or not, the business must see that all the functions you have mentioned and more, need to be working towards the same goal and customer objectives. As you point out this will take analysis, design and implementation of this framework, or, agenda to deliver an effective result.

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  7. Toby Thomas says:

    Thanks for the response, Toby is fine.

    It’s good to see these sorts of discussions taking place and hopefully this will only increase with time. You are correct about the same goal. Too many organisations have functional silos which mean that the customer experience can vary greatly between departments. I see customer experience strategies and structures as a great way to help break down these silos and lead to more company wide collaboration. Organisational culture is really important here, it is not only front line staff that need to have this mindset but everyone. Put the customer at the heart of the decision, design and service creation processes. There is probably too much to go into here about everything that is involved in this but again, great to see these discussions.

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  8. Scott Jayes says:

    For me Customer experience is the key differential battleground today & even more so going forward. Whilst creating a culture where everyone in an organisation truly & consistently stand in the shoes of the customer has to be the primary aim. Having a single point of contact & (most importantly) influence at the right level, & in the right way, can only help to role model & hold up that mirror as Ian refers too. Having a CEO that gets it too always helps.

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    • Hello Scott and thank you for your comments. You are right, the title of the role to some degree is not the most important thing, if you have a CEO that ‘gets it’ as you say, you are half way there. Certainly customers expect and are demanding more so you are right that delivery of a good customer experience can be the key differentiator. Thank you again. Michelle

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