Looking from the outside in to figure out what organizations are spending to improve CX seems like a straightforward task but it’s not. You would think that today’s spending patterns would be a mirror image of what executives’ priorities are, but they’re not.
According to the Watermark Consulting Customer Experience ROI Study (https://watermarkconsult.net/blog/2019/01/14/customer-experience-roi-study), companies that deliver a great customer experience far outperform those that don’t by a 3-to-1 margin.
Customer Success is about three things: people, leadership, and change. In that order. There is a lot of writing available on the principles and mechanics of Customer Success. There is also quite an inventory at a conceptional level on customer-centered businesses and customer focus. This is great, but what’s often missing is how to develop our people, how to reframe leadership, and how to systematically apply change management strategies, all in the service of Customer Success.
Most CCOs who struggle at the enterprise level do so because they’re too tactical and process-oriented. They haven’t developed the strategic, long-term company and departmental vision required of top executives. CCOs who are too tactical have a tough time both engaging with their executive peers, and working through what their role entails versus the Sales or Marketing org.
Value achievement practices can’t be cookie-cutter solutions. Rather, they are composed of a unique set of roles, processes, and tools. Successful practices are highly context-driven and consider the organization’s culture and leadership style.
The adoption mandate is twofold: You want to onboard the new product as effectively and efficiently as possible, but you also want to be sure customers take full advantage of the continuous product updates made possible by the subscription model.
