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Who owns customer experience in your organization? Many leaders get this WRONG. Here’s why:
Most organizations assign customer experience to specific teams: customer service, front-line staff, support centers.
And it makes sense — they are the ones interacting with customers. But let me tell you who is REALLY responsible for the customer experience:
Every single person in your organization… even if they never interact with an external customer.
Your customer-facing teams can only deliver exceptional experiences when they receive excellent support from within.
- Your finance team’s billing process influences customer confidence.
- Your IT team’s system updates affect customer convenience.
- Your facilities team’s maintenance schedule impacts customer comfort.
- Your HR team’s hiring decisions shape customer interactions.
The most successful companies don’t just train their service teams and leave it at that. They build cultures where every decision, in every department, is made with customer value in mind.
Watch the video to learn more…
And be sure to check out my full conversation Ashen Joseph on the Service with Responsibility podcast: https://www.youtube.com/watch?v=WPqUpgsC0go
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Below is an Autogenerated Transcript
And it’s not just businesses. Again, it’s also, it can be government agencies. It can even be nonprofit membership organizations. And so when you get a leader who says, “I got a problem, we’ve got to improve our customer experience,” they tend to very quickly turn and face towards the team members, the staff who are having direct contact with the customer. And they say, “Okay, if we’re going to improve customer experience, then let’s go focus on those customer-facing employees.”
And what we’ve learned is that that’s a mistake, because when you go to the customer facing employees and say, “We have to improve customer experience,” they know that. They’re the ones who are facing the customer who’s upset, who’s anxious, who may be even angry and yelling, you know, they know that customer experience is important because they’re right at that interface with the customer every day. But if you go there, even if you provide training and tools only to the people who face the customer and ask them to do better, but if they’re not getting better service support from the people behind them, the IT department, the HR department, the production department, this marketing department.
Everybody else that’s in the organization that is counting on this person out there talking to the customer to improve the experience. They’ve got to be getting better experience so they know they have the support. So then when you ask them, “Okay, get out there and let’s create a better customer experience,” they say, “You know what? I think I can. You know why? Because when this customer has that problem, I know who to turn to. When I’ve got a situation here or a new idea we want to try, I’ve got people in the back who want to help me make that happen.”
So in the Harvard Business Review whitepaper, an article called Engineering a Service Culture Transformation, which I coauthored with professor Jochen Wirtz who’s been interviewed on this YouTube channel, one of the rules, in fact, it’s the first of four rules, is don’t start by training your customer facing employees. Start by improving the service that they receive from people who are in the head office, corporate departments, shared services, etc. And by the way, that Harvard Business Review cited Whitepaper, Engineering a service culture transformation, you can find it on the website Ronkaufman.com and download it for free.
