当首席信息官(CIO）调整到办公室，从后端变成面向客户的关键领导者，负责提供出色的客户体验会怎么样？根据我们2022年CIO状况调查，57%的受访IT领导者表示，改善客户体验(CX)是首要目标，而81%的人正在实施新技术来支持客户交互。
同时研究还表明，许多组织正在努力实现他们的提升客户体验感的目标，但他们在整合所需的技能、工具和数据等方面都面临挑战。为了帮助大家克服这些障碍，我们请研究人员和相关领导者列出首席信息官可以采取的步骤，以加强他们组织的客户体验功能。以下是10个相关的小技巧：
一、以客户为中心
数字服务公司West Monroe产品体验和工程实验室的合伙人Elli Rader表示，随着企业将客户体验作为战略目标，首席信息官们自己也必须以新的方式思考和工作。
然而，Rader表示，为了实现这一转变，一些首席信息官必须比其他人更加努力。一些首席信息官——尤其是在面临压力的时候，就像现在——倾向于回到他们长期以来做的事情上。他们依靠熟悉的东西，因为他们有肌肉记忆。这些事情往往围绕着交付，比如快速发货，但不幸的是，当你的重点是什么时，他们错过了对客户最好的东西。他们需要对新的工作方式持开放态度，所以不只是打同样的井，而是要做正确的事情。首席信息官们需要充分学习以人为本的设计和其他提升客户体验相关的方法，这样他们才能有效地领导他们的改善客户体验的团队。
二、组织文化贯穿工作
查尔斯河实验室（Charles River Laboratories）高级副总裁兼首席信息官Mark Mintz表示:“作为首席信息官，我的职责首先是创建一个支持并实现以客户为中心、设计思维、技术创新和敏捷的工作方式的组织和文化，其次是使我们的同事能够成功地重新想象我们的工作方式，以及我们为内部和外部客户提供价值的方式。”
他解释说:“当我们评估如何最好地服务内外部客户的机会时，我们不断从客户的角度和业务的角度来理解机会的核心，并努力根据我们所学到的重新想象这些经验。从那里我们确定了我们的关键指标，我们希望通过我们的重新想象产生影响，然后我们继续专注于与客户的定期合作，以数据和指标为指导，以确保我们提供最高价值的体验，不仅让我们的客户感到愉快，而且为他们创造真正的商业价值。”
三、在高管层中建立提升客户体验的共同责任
根据Foundry的2022年CIO研究，客户体验技术是过去一年IT投资最多的技术之一。但首席信息官必须拥有更多的CX项目，而不是技术交付;他们必须与市场营销、运营、销售和收入官，以及首席客户或首席体验官(如果这些角色存在于公司中)一起共享所有权。
研究公司IDC的未来客户体验研究总监Sudhir Rajagopal表示，研究发现，提供出色客户体验的公司会让客户体验成为一种共同的责任。这与某个人或某项职能无关。说起来是一回事，但这意味着每一个职能部门，每一个职能部门内的领导者，都在考虑如何针对相同的客户目标实现他们的运营部分。
四、建立跨职能统一目标运营团队
Upwork是一家服务于自由职业市场的平台，其首席产品和体验官Sam Bright表示，这种共同所有权必须扩展到整个组织。
“为了确保更好的产品和业务成果，技术领导者必须建立一个结构，将产品、体验和数据团队紧密结合起来，甚至在某些有意义的时刻将它们结合起来。这在整个组织中灌输了一种协作文化，使多个部门(无论是直接还是间接负责客户体验)更紧密地联系在一起，”他解释道。
Bright表示，Upwork专注于创建一个“将产品和体验结合在一起”的团队结构。这包括将这些团队安置在一起，以及促进整个组织的透明度和协作。有了一个更加统一的团队，我们的各种产品或交付模式的副总裁和产品经理与我们的用户体验功能、分析团队以及客户支持和信任专家坐在一起，我们就可以360度地了解我们试图解决的客户问题，同时创建一个围绕客户痴迷的真正反馈循环。
五、使客户体验战略与企业战略保持一致
信息技术研究集团(Info-Tech Research Group)及其SoftwareReviews部门的顾问总监Thomas Randall表示，提供出色的客户体验是一个很好的目标，但目标应该是以帮助组织实现其目标的方式提供出色的体验。
“IT必须与企业合作，问‘我们的客户体验目标是什么?Randall解释说，将CX与企业战略相结合，可以让IT部门确定要追求和发展的技术、特性和功能。例如，专注于客户保留的公司的首席信息官将需要优先交付能够自行解决客户问题的技术，如果他们不能，则让客户服务代表快速解决问题。
六、在寻找解决方案之前先寻找问题
查尔斯河实验室(Charles River Laboratories)产品、服务和体验设计执行总监Erin Howard说:“作为技术人员，我们很容易在没有明确定义它要解决的原因和问题的情况下，迅速添加或购买一项技术解决方案。”
“使用设计思维实践中的方法可以帮助定义问题空间；旅程和流程映射、角色定义、构思研讨会和许多其他广泛的思维策略可以帮助你和你的团队花时间解决问题，与客户产生共鸣，并最终定义和设计解决方案，重点关注客户的需求和体验，”她解释道。
这不仅决定了如何建立良好的客户体验，而且决定了如何建立正确的客户体验。Howard说:“充分理解问题，从不同的角度看问题，在问题空间花更多的时间，将导致更好的解决方案评估，理解需求，并在购买下一个技术解决方案之前定义目标。”
七、建立数据集以利用增强CX的价值
希望改进CX的团队通常关注体验层，将大部分或所有的努力放在了解客户旅程和客户角色上。
但是团队需要好的数据来成功完成所有这些工作。Rajagopal说:“这是需要从根本上解决的一层。”他指出，IT在构建引入第一、第二和第三方数据所需的基础设施以及创建“统一的客户数据视图”方面发挥着重要作用。
SmileDirectClub的首席信息官Justin Skinner知道建立数据集以利用增强CX的价值，他指出该公司的SmileMaker平台使用人工智能，使客户能够在几分钟内看到该公司的治疗计划如何改变他们的笑容。
Skinner说:“有了这项技术，我们能够利用180万个微笑的数据为客户创造一种教育体验，让他们更容易开始学习。分析我们现有用户的微笑可以让新客户更快地完成整个过程，同时也使我们能够大规模地接触到全球各地的消费者。”
八、确定工作的优先级
LPL Financial执行副总裁兼首席信息官Amy Evins表示:“比起时间和金钱，创意和工作要多得多。这就是为什么她认为高绩效的CX职能部门有一种严格的方法来确定工作的优先级。
在这一点上，Evins的团队会计算提案的价值，并根据它们预计会带来的影响对它们进行优先级排序。Evins说:“这也让团队有权说不，这样当他们反击时，他们就有数据来说明原因，然后他们就可以优先考虑能够带来最大价值的客户体验产品。”
Rader也支持这种方法。她还建议首席信息官们对现有的特性和功能采用类似的方法，确定哪些特性和功能不能带来价值，然后将其淘汰。“看看哪些功能正在被使用，并删除那些没有被使用的功能。当你可以花钱开发客户真正需要的新功能时，为什么还要花钱维护这些东西呢？”她问道。
九、衡量CX工作的影响
Rajagopal说，为了有效地划分优先级并进行精简，并确定哪些活动实际上在改善客户体验，组织必须有准确的方法来衡量其CX工作的价值。这意味着使用的不仅仅是净推广者得分(NPS)，而是使用额外的以客户为中心的指标，如客户努力得分，并衡量CX计划是否带来了更多的消费者支出。
在这方面有一些进展，但不是很多。IDC预测，到2024年，至少30%的组织将引入新的成功指标来跟踪和衡量客户价值创造的内部和外部流动。IDC还预测，到2027年，四分之一的全球品牌将放弃以客户满意度评分(CSAT)作为衡量客户体验的指标，转而采用与结果相关的客户努力评分(Customer Effort Score)作为衡量旅程满意度和成功的关键指标。
Rajagopal表示，首席信息官们可以引入工具来实现这种测量，并补充说，首席信息官们还可以部署人工智能技术来分析文本和口头语气，使组织能够在互动过程中评估客户情绪。
十、建立CX团队和真正的CX纪律
与其他首席信息官一样，Mintz将招聘合适的人才列为支持强大的CX功能的首要任务之一。他说:“我的大部分时间都花在吸引、激励和留住世界级人才上，并为他们提供所需的支持，让他们利用自己最好的专业知识来实现我们的目标。”
Rajagopal说，首席信息官们还应该注意如何组织人才，并补充说，研究表明，拥有最好的CX的组织都有专门的CX团队，拥有专门的资源来执行经验转换。此外，这些团队与组织的数字化转型战略相结合。因此，客户体验团队正在考察所有(功能和接触点)，询问他们是否在解决客户需求的同时，也解决了一些运营限制。
专家补充说，这些举措使组织能够将CX视为一系列一次性项目，从而创建真正的CX实践，能够随着市场需求的变化而持续改进和发展。
原文：
Customer experience (CX) has become a top priority for IT leaders, who must embrace a customer-centric mindset, develop cross-functional teams, and define the right KPIs to succeed.
Once relegated to the back office, CIOs are now key customer-facing leaders charged with delivering great customer experiences.
According to our State of the CIO 2022 survey, 57% of responding IT leaders say improving customer experience (CX) is a top goal, while 81% are implementing new technologies to support customer interactions.
Research also indicates that many organizations are struggling to reach their CX objectives, as they face challenges in bringing together the required skills, tools, and data. To help overcome those hurdles, we asked researchers and CX leaders to list steps CIOs can take to strengthen their organization’s customer experience function. Here’s the ten action items that will have the greatest impact.
1. Embrace a customer-centric mindset
CIOs themselves will have to think and work in new ways as their organizations make CX a strategic objective, says Elli Rader, a partner at digital services firm West Monroe who works in its Product Experience and Engineering Lab.
Some CIOs, however, will have to work harder than others to make this shift, Rader says.
“Some CIOs — particularly in times of pressure, which is now — tend to fall back on things they’ve done for a long time. They fall back on things that are familiar because they have muscle memory. And those things tend to be around delivery, like ship fast, but, unfortunately. They miss what’s best for the customer when that’s your focus,” Rader says.
“They need to be open to new ways of working, so not just building the same well but building the right things,” she adds, explaining that CIOs need to learn enough about human-centered design and other CX-related methodologies so they’re able to effectively lead their CX teams.
2. Evolve the culture
“As a CIO my role is to first create an organization and culture that supports and enables customer-centric, design thinking, technically innovative, agile ways of working and secondly to enable and empower our colleagues to be successful in re-imagining the way we work and the way we provide value to our customers, both internally and externally,” says Mark Mintz, senior vice president and CIO of Charles River Laboratories.
“When we are evaluating opportunities for how best to serve our internal and external customers. We continuously seek to understand the core of the opportunity from a customer perspective as well as from a business perspective and strive to re-imagine those experiences based on what we learn,” he explains. “From there we identify our key metrics that we expect to impact through our re-imagination and then we stay focused on regular collaboration with our customers, guided by data and metrics, to ensure we are delivering the highest value experiences that not only are delights for our customers but also creating real business value for them.”
3. Create shared responsibility for CX within the C-suite
Customer experience technologies were among the top IT investments over the past year. According to Foundry’s 2022 State of the CIO Study. But CIOs have to own more of the CX program than technology delivery; they must share ownership for it. Along with the marketing, operations, sales, and revenue officers. As well as the chief customer or chief experience officers if those roles exist within the company.
Research has found that companies that deliver great customer experiences make CX a shared responsibility, says Sudhir Rajagopal, research director for Future of Customer Experience at research firm IDC.
“It’s not about any one person or one function,” he says. “It’s one thing to say it, but what it means is that each one of those functions, every one of those leaders within their functions. Thinks about how they’re delivering on their operational pieces against the same customer objectives.”
4. Build joint ownership through cross-functional teams
That joint ownership must extend throughout the organization, says Sam Bright, chief product and experience officer at Upwork, a platform serving the freelance work market.
“In order to ensure better product and business outcomes. It’s essential that tech leaders put a structure in place that tightly couples product, experience. And data teams and even combines them at certain junctures where it makes sense. This instills a culture of collaboration across the organization that brings multiple departments —. Whether directly or indirectly responsible for the customer experience — closer together,” he explains.
Bright says Upwork has focused on creating a team structure that “binds together product and experience.” That includes co-locating these teams as well as promoting transparency and collaboration across the organization.
“With a more unified team, where VPs and product managers of our various products or delivery models sit right alongside our UX function, analytics team as well as customer support and trust experts, we get a true 360-degree view of customer problems we’re trying to solve while creating a real feedback loop that revolves around customer obsession,” Bright says.
5. Align CX strategy to the enterprise strategy
Delivering great customer experiences is a good goal, but the objective should be delivering great experiences in ways that also help the organization achieve its goals, says Thomas Randall, advisory director at Info-Tech Research Group and its SoftwareReviews division.
“IT has to work with the business to ask, ‘What are our goals for customer experience?’ whether that’s upselling or customer retention or customer acquisition,” Randall says, explaining that aligning CX with the corporate strategy enables IT to identify the technologies, features, and functions to pursue and advance.
For example, CIOs whose companies are focused on customer retention will need to prioritize the delivery of technologies that can solve customer problems on their own and. If they can’t, enable customer service reps to quickly do so.
6. Define the problem before defining the solution
“As technologists, it’s easy for us to quickly jump to the addition or purchase of a technology solution without clearly defining the reason and problem it is meant to solve.” Says Erin Howard, executive director of product, service, and experience design at Charles River Laboratories.
“Using methodologies found in design-thinking practices can help to define the problem space; journey and process mapping, persona definition, ideation workshops and many other broad thinking tactics can help you and your team spend time in the problem, empathize with the customer and ultimately define and design the solution with a focus on the needs and experience of your customer,” she explains.
That’s critical for determining not just how to build a great customer experience but building the right ones.
“Fully understanding the problem, looking at it from different angles. And spending more time in the problem space will lead to better solution evaluation, understanding of needs. And definition of goals before purchasing your next technology solution,” Howard says.
7. Get a handle on the data
Teams looking to improve CX often focus on the experience layer, putting most or all of their efforts into understanding customer journeys and customer personas.
But teams need good data to do all that successfully. “That’s the layer that needs to be fundamentally addressed.” Rajagopal says, pointing out that IT is instrumental in building the infrastructure needed to bring in first-. Second-, and third-party data and create a “unified customer data view.”
Justin Skinner, CIO of SmileDirectClub, knows the value of building data sets to leverage for enhanced CX, pointing to the company’s SmileMaker Platform, which uses artificial intelligence to enable customers to see in minutes how the company’s treatment plans could change their smile.
“With this technology, we’re able to utilize data from 1.8 million smiles to create an educational experience for customers that makes it easier for them to get started,” Skinner says. “Analyzing the smiles of our existing users allows new customers to go through the process more quickly. While also enabling us to reach consumers across the globe at scale.”
8. Prioritize and prune
“There are way more ideas and work than time and money,” says Amy Evins, executive vice president and CIO of LPL Financial. That’s why she believes high-performing CX functions have a disciplined approach to prioritizing their work.
To that point, Evins’ team calculates the value of proposals and prioritizes them based on the impact that they are each expected to bring.
“That also empowers the team to say no, so when they push back, they have the data to show why. And then they can prioritize the customer experience products that will drive the most value,” Evins says.
Rader advocates for that approach, too. She also advises CIOs to use a similar approach with existing features and functions by determining which ones don’t deliver value so they can be retired.
“Look at what features are being used and kill those that aren’t. Why spend money maintaining that stuff when you can spend money building new features that customers will actually want?” she asks.
9. Measure the impact of CX efforts
To prioritize and prune effectively, and to determine which activities are actually improving customer experiences. Oganizations must have accurate ways to measure the value of their CX work, Rajagopal says.
That means using more than the Net Promotor Score (NPS) and instead using additional customer-centric metrics such as the Customer Effort Score and measuring whether CX initiatives bring increased consumer spending.
There’s some movement on that front but not a lot. IDC predicts that at least 30% of organizations will introduce new success metrics to track and measure the internal and external flows of customer value creation by 2024. IDC also predicts that one-fourth of global brands will abandon the Customer Satisfaction Score (CSAT) as a measure of customer experience and adopt a Customer Effort Score correlated to outcomes as a key indicator of journey satisfaction and success by 2027.
Rajagopal says CIOs can bring in tools that enable such measurements, adding that CIOs can also deploy AI technologies that analyze text and verbal tone, enabling organizations to gauge customer sentiment during interactions.
10. Build CX teams and a true CX discipline
Like other CIOs, Mintz lists attention to hiring the right people as one of his top tasks in support of a strong CX function.
“A large focus of my time is spent on attracting, exciting. And retaining world-class talent and giving them the support they need to use the best of their expertise to deliver on our objectives,” he says.
CIOs should also be attentive to how they organize their talent, Rajagopal says, adding that research shows that organizations with the best CX have specialized CX teams with dedicated resources to execute experience transformation. Furthermore, those teams are coupled with the organization’s digital transformation strategy.
“So the customer experience team is looking across all [functions and touchpoints], asking whether they’re addressing customer needs while also addressing some of the operational constraints,” Rajagopal explains.
Such moves, experts add, enable organizations to move past seeing CX as a series of one-off projects to creating a true CX practice that’s capable of continuous improvement and evolution as market demands change.
本文由数字化转型网翻译，作者： Mary Pratt，翻译：数字化转型网郑亚茹，翻译审核：数字化转型网默然。
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