Building a Strategic CX Roadmap, Part 1: The Bad News

By Lisa Pohlman London, PhD

Anyone in the low-to-middle stages of CX maturity can tell you that developing a good roadmap is not as easy as you might think. Companies that have put CX in their roadmaps for years may still fail to achieve expectations. If your company has built CX into its strategy, for example, measuring customer loyalty for years, with your front line and middle management all-in on CX, you may be wondering why the needle hasn’t moved. How can it be that your metrics aren’t improving when you’ve invested so much money, time, and organizational capital?

Though some in the industry have promised, there’s no silver bullet to developing an effective, actionable CX roadmap. Complicating things more, there are lots of blind alleys if you shoot from the hip or if you don’t have good guidance. You’re in luck, though — I have some secrets for you, and over the next several days I’ll share them in this series of CX roadmapping blog posts.

Let’s start by reviewing what the vast majority of CX improvement efforts realistically face. In other words, here’s the bad news.

Lots of offerings, not a lot of help with roadmapping

We’ve experienced a proliferation of CX improvement solutions in the market since CXEvolution was launched in late 2015. Some promise to help you generate a roadmap while others don’t. My advice? Be wary of solutions that don’t explicitly deliver an actionable, specific roadmap. Why? If a roadmap isn’t promised, then the “solution” offered is merely a theory to explain what makes an organization’s CX efforts successful; that means it likely stops short of providing actionable, realistic, proven steps (i.e., a genuine roadmap). If a roadmap is promised, then you need to evaluate the quality of the inputs that go into it. (More on that in Part 2.)

I’ve evaluated the offerings out there and found some common themes. Some of these solutions assess only your performance metrics, but that won’t help you set yourself up for CX success as a company – it will merely help you identify where your metrics aren’t capturing some feeling theorized to be experienced by a customer, like attachment or emotion. Some solutions assess your current organizational state but do not provide a roadmap, let alone a generic one, leaving it up to you to piece it together yourself. Some assess your current CX program as though it can be successful as a silo within a larger, not- otherwise-CX-focused organization, but CX never works in a silo. We know from past experience that none of these approaches get you far beyond the old, worn “the metrics are everything” scenario. If you need help improving your CX program, how do you identify a solution that can get you where you want to be?

Lots of factors, lots of noise

Confounding matters further is the variety of factors associated with real CX change. There may be so much to tackle that isolating what to do and when to do it seems an impossible task. I recently saw a slide from another Go to the full article.

Source:: Business2Community