Today’s C-suite executives are familiar with customer feedback in ways that colleagues in previous eras could only dream of. They have measurement and management programmes at their fingertips that allow them to actively manage the experience and, if done properly, to drive sales in an organisation.
Companies that have successfully harnessed these Enterprise Feedback Management programmes to drive sales have done so under a broader vision of a commitment to customer experience, proving that collecting customer feedback alone is not enough to drive return on investment for these programmes.
Why is that? Because success comes from ensuring that customer experience is understood and managed in the context of the overall business strategy. Successful companies see that it takes the combined forces of all parts of the organisation to optimise the customer experience. They see that strategy dictates investment decisions and priorities across a wide range of areas. In short, a truly successful enterprise feedback management programme is designed with the corporate strategy central to the programme and has links to all the key functions of an organisation:
- Link to C-Suite: Ensure senior leadership buys in to the concept.
- Link to corporate strategy: Use this to develop customer experience surveys so that managers are coaching to the desired interaction model, behaviours of staff and the experiences that are expected.
- Link to omni-channel operations: While organisations are busy transforming operational delivery of the experience in an omni-channel world, customers have already moved on and are open to a new way of interacting with brands.
- Link to brand messaging: Beware the Brand-Experience gap.
- Link to training: Build any customer experience programme into training and development protocols, including adapting and refining these as new opportunities are uncovered throughout the life cycle of a programme.
- Link to finance: Be smart about linking KPIs to compensation and do it in a way which drives the right behaviours across the business.
- Link to HR: Create Employee Engagement surveys alongside the customer survey.
HR Leaders Crucial to Organisational Transformation
New research considers the role of HR leaders in driving business transformation. HR leaders are the crucial drivers of transformation in UK businesses through their roles of promoting devolved decision making, employee engagement and collaboration, finds new research from Ipsos and Cirrus.
Leadership Connections 2017: HR Driving Business Transformation
Is your organisation currently going through transformation? The answer from the clear majority of HR leaders we spoke to was an emphatic ‘yes’. And the few who said they weren’t currently in a period of actual transformation did feel they were evolving or changing in some way.
Captains of Industry are Committed to Championing Diversity and Inclusion in the Workplace, but Women Remain Scarce on Executive Boards
Captains of Industry say that despite nearly all board members on the FTSE 500 saying they are actively promoting and championing diversity and inclusion in their company (86%), a very large proportion say they have no female board members at all (71%).