Three reasons CX initiatives are failing and how to overcome them

Khoros Staff

It’s a stark fact: CX initiatives are failing.

Resting on the shoulders of CX leaders is the responsibility to unify customer data, initiate cross-departmental action to improve the end-to-end customer journey, and prove the value of CX program outcomes in dollars and cents. But the typical organizational framework makes achieving these goals a momentous task and ultimately what is responsible for a disproportionately low CX success rate. 

In our new ebook, From team to COE: Why CX teams struggle, and how to fix it, we provide actionable steps for how CX leaders can overcome the top three internal obstacles to create a unified view of the customer, drive cross-departmental action and connect CX program outcomes to ROI. 

Most companies have yet to adopt a true customer-centric framework. Departments are typically aligned by channel, whereby teams KPI’s are based on improving efficiency and the customer experience in the channel they own. For example, the contact center typically owns phone and they’re measured against metrics like Average Handle Time, First Contact Resolution, CSAT and NPS scores to benchmark improvements made in that channel. Moreover, each department has their own unique business systems and point solutions to track customer data in their respective channels.

Not surprisingly, an organizational framework like this naturally leads to data silos. Data becomes confined in the systems owned by each department and inaccessible to the wider organization, a problem no one wants to spend time or budget to deweb. Without free-flowing customer data, CX leaders can’t surface a unified view of the customer experience to identify customer friction points across the end-to-end customer journey.

Even if CX leaders did have holistic insights to bring to cross-departmental stakeholders, teams outside of CX don’t care about furthering CX initiatives when, quite frankly, the outcomes/successes won’t be attributed to the work in their role. 

Without unified CX insights and cross-departmental action, the improvements CX leaders CAN make usually end up siloed to the contact center and measured in terms of NPS/CSAT scores. But those metrics mean nothing to the C-suite. They want to see the output of CX initiatives in dollars and cents - a hard thing to show when you’re tethered to the contact center. Consequently, with no tangible revenue to show for CX program outputs, executives are increasingly pulling back the reins on CX investments.

Despite the minefield CX leaders must navigate to successfully execute CX initiatives, there are proven ways for how to overcome these internal obstacles to create a revenue-driving CX program - no matter where your company is in it’s journey to become customer-centric.

For actionable steps for how to break through internal roadblocks to turning CX program insights into measurable revenue, download our ebook: From team to COE: Why CX teams struggle, and how to fix it.