CX4ROCKS LLC

From its roots in customer service to the launch of interactive survey programs and journey mapping, CX actively sought to understand the human experience. Shift ahead to omnichannel support, the focus on digital transformation, and now generative AI. Are our experiences being dehumanized?  Through this evolution, ownership of CX has often migrated from contact centers to marketing and, in recent cases, digital services departments.  A precious few have created a stand-alone CXO role to keep the focus clearly on the customer.  More often, you will find CX leaders anywhere in an organization, sharing titles with the CCO, CMO, etc. 

Is CX lost?  We should all agree that everyone in an organization is responsible for some part of the customer experience.  However, when everyone owns something, doesn’t that ultimately mean no one really owns it?   

With technology now key to any successful CX analytics or research program, as well as any successful CX execution program, is your IT department the next department to take the lead on CX leadership?  They’ve been handling that role in high-tech companies for quite a while.  Why not let them take the reins everywhere else?

 ​From the roots in customer service to the launch of interactive survey programs and journey mapping, CX actively sought to understand the human experience. 

Most IT teams own and operate the technology driving the employee and customer experiences anyway.  They often have the deepest pockets for infrastructure investments as well.  Yet most IT departments exist to translate business needs into technology solutions.  Often, those business units lack the real understanding of how the entire organization functions and may suffer from a myopic vision. 

IT could be the next department to take the lead across your organization.  However, most IT employees struggle to really understand the overall business.  If technology will drive the next decade of CX advancement, then IT organizations need to invest in greater understanding and integration with the business units they support.  Technology leaders must spend time in the business so they can see the challenges faced by customers and employees to provide the kind of leadership today's companies need.