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Challenge 5: Implementing Change
Bingham hit a universal nail on the head when he suggested implementing change is challenging for most organizations and resistance to change is human nature. As he sees it, traditional methods for cultural change including bonuses and penalties help mitigate the resistance.
“Actively engaging employees in the process of change will move the culture from compliance to engagement,” Bingham said. “The CCO must accurately evaluate the company's appetite for change and adjust expectations and program design accordingly.”
Challenge 6: Measuring Emotion and Behavior
Bingham’s perception is that many organizations are good at measuring transactions but customer emotion and behavior are harder to measure and correlate to results. He said this could be the single greatest reason that the CCO role is the most fragile in the C-suite.
“The CEO, board, and CCO must agree upon metrics and measures that balance revenue, profit, and customer loyalty,” Bingham said. “The CCO must effectively communicate and market the value of customer-centric change to the organization to gain further support and adoption.”
Befriending the CEO
We caught up with Dave Fish, senior vice president of Martiz Research, a customer experience research firm, to get his take on CCO challenges. Fish goes back to the “leveraging authority," point and told us the CEO sets the tone for the organization.
“He sets the culture through his or her actions or inactions. If the leader doesn’t believe in great customer experience and actually lives it, how can he or she expect the firm’s employees to? They won’t,” Fish said.
“People are smart, they can figure out if a CEO and senior management [are] really serious about customer experience or just paying lip service. Employees will know it and so will their customers," he added.