Conclusion
The CX experts we spoke with had one personal characteristic in common—a visceral passion for doing the work. “Employees want to do the right thing for customers, at every level,” one senior vice president said. “The energy that is unleashed is enormously gratifying.” Part of the passion comes from linking even simple work, like tweaking a call-center script or a graphical user interface, to a larger purpose of happier customers. It scales from there. “It became a natural part of my job to think about ways we could benefit the lives of our customers in larger ways,” said one CCO of a consumer products company. “It extended to meaningful conversations about the way we worked with suppliers on worker conditions, the way we impacted the environment through packaging, the way we used natural resources,” he said.
Considering those bigger impacts were not merely a way to telegraph good corporate citizenship. Those considerations became a serious line of thinking that linked the work that everyone in the company was doing to the human needs of customers, communities, and the planet we all share. With persistent effort, and a commitment to small, powerful steps, organizations of any size can begin to leverage deep customer insights to open new markets, spur revenue growth, create new and better products, and inspire employee loyalty—and, of course, happier customers. Over time, the customer experience process of measurement, collaboration, co-creation, and iteration should be embedded in every part of the organization.
The Experience Imperative: Customer Experience Executives Share their Stories
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