Financial Services
  • August 16th, 2019
  • Exito

How to build a Customer Centric Culture | By Naveen Bachwani.

Naveen Bachwani is an expert in improving how businesses interact with customers and transforming their operations, bringing over twenty years of experience across various types of companies, from large corporations to small startups.

In my role as a consultant or employee, I’ve played a key part in establishing the culture within numerous organizations, ranging from small startups to massive enterprises with more than 10,000 employees. Building a culture is always challenging, but it doesn’t have to be excessively difficult.

Most organizations prioritize sales as their primary focus. This approach helps them survive during tough times and thrive when experiencing growth. So, it’s not surprising to encounter the argument that, “We’ve been a sales-focused organization for over a decade,” when transitioning towards customer-centricity.

What’s problematic about this perspective? Why is it seen as hindering customer-centric behavior? Here’s what typically unfolds…

If any Customer Experience (CX) metrics are in place, a select few individuals in the central or enterprise team take CX seriously. They review reports, gather additional information from customer touchpoints, identify emerging issues from the data, and devise solutions, often from their centralized positions, before implementing new policies or processes across the organization.

In more advanced teams, where the CEO or Business Head directly engages with the workforce and prioritizes CX, periodic emails are sent from their desk emphasizing the importance of the customer and how this new focus on customer-centricity will shape the organization’s strategy moving forward.

Even more evolved organizations may establish a “Customer Council” responsible for overseeing all customer-related matters. This council becomes the driving force behind setting priorities, conducting needs assessments, and implementing new projects and process improvements.

Is it any wonder that establishing a CX culture, or any culture for that matter, is a challenging endeavor?

While it’s important for the CEO or Business Head to define priorities for the team, who ensures that too many “top priorities” aren’t rolled out too frequently?

Customer-centricity is crucial for staying competitive in any business, so why not involve frontline employees in defining what it means to be customer-centric? Why not collaborate with them to identify problems and solutions? After all, they are the ones closest to the customer.

If your organization is sales-focused, why introduce unfamiliar terminology to the team? Why not refer to it as a “Sales Council” instead of a “Customer Council” and make a genuine effort to help Sales leaders understand that Sales and CX are aligned?

Why should Sales and CX be at odds when an improved customer experience and enhanced customer service ultimately lead to increased sales? And why should any function within the organization be at odds with this approach?

Senior leaders often assume that skills and training programs are primarily for frontline employees and not for themselves. However, they can learn valuable insights from both their field force and their customers. Personally, I’ve gained significant insights from conversations with customers and frontline employees who directly serve them. They know what’s working and what isn’t.

Awareness works both ways. Only when we acknowledge this truth can we truly understand what’s needed both within and outside the organization. And only then can we contribute to shaping the culture of the world we inhabit.

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