It’s their lack of coordination and conflicting metrics. Each faction of the company continues to establish their own plans, budgets and goals. The challenge of CX work is that it cuts across the entire organization and orchestrating a new behavior isn’t often factored in by the silos.
In many strong siloed organizations, there’s an upstream swim to connect on the end-to-end hand-offs required for customer experience. Critical team projects suffer because that work is not on anyone’s score card. And connecting the hand-offs is exactly what needs to happen.
The silo management approach doesn’t work. So, how do you gain traction with the silos?
The CEO must be a major player:
- Identifying that new behaviors and CX competencies to connect the end-to-end hand offs are necessary
- Finding someone to bring the silos together to work on common efforts
- Reinforcing the necessary behaviors: accountability, metrics and motivation/recognition
CEO’s that drive customer experience work understand that it’s the inspiration, leadership and organizational change that are the sticking points in making progress.
Read More: Is Your CEO Serious About Driving the Customer Agenda?
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