unite the organization to identify and improve customer priorities with most impact. Today, surveys come out, and silos react to them. Research is done and they react. Products are developed with varying degrees of customer understanding. Everything is a distinct project without an overarching framework. Work streams begin without lines of sight to each other.
These competencies are designed with a clear connection to one another so that over time you have a repeatable and deliberate customer-driven growth engine. And please keep this in mind: the goal is that you build this over time. The customer leadership executive's role is to engage the organization to phase the build-out so that it sticks.
Five Competencies = Engine for Growth
Over time, one of this engine's most potent impacts is in prioritizing investments for customer-driven growth by shifting the annual planning process. Instead of starting with the silos, leaders start with the customers' lives, identify priorities, and then determine collectively the investments to improve them to earn the right to growth. Without alignment among your executive team to regularly review the customer journey that this engine affords, investments are not fully optimized. Tactical actions are budgeted and implemented by silo, but complete customer experiences that drive growth are not improved. Rinse and repeat.
Claire Burns is Chief Customer Officer at MetLife. She drives the customer-centricity strategy and actions to build customer empathy and improve the experience of purchasing, maintaining, and enhancing customer coverage with MetLife. MetLife, Inc., is a global provider of insurance, annuities, and employee benefit programs.
As we go into our planning cycle we prepare the organization with a “State of the Customer” report. In this report we walk through what has improved and the lingering issues.
● We identify highlights and priorities by customer journeys specific to regions or countries.
● In the report we synthesize the customer experience for the past year, gathering insight from multiple sources: trended complaints, inbound feedback from the web and call centers, social media feedback, operational performance, and survey results.
● We identify “the top five-problems” list to be tackled by market area and the biggest success achieved in the current year.
● We also identify the two to three company-wide priorities we need to tackle.
Finally we provide a decision guideline – of what to do and what not to do to customers across the journey as they plan their actions.
If you're in the fray of silo-based reactivity to customer issues, these five competencies will help to emancipate you from those fire drills. For the CCO currently in the role, they will help you accelerate this work with clarity and leadership alignment. And for leadership teams, boards and newly appointed customer leadership executives, these five competencies will help you to begin the role and the work effectively, cutting years off your learning curve.
No matter which path you are on now, these five competencies will clarify and accelerate your work and elevate it to connect to business growth. The engine built from these five competencies gives you an organized and phased approach for investing in and building reliable experiences around the products and services you build. Within each of these five competencies are operational mechanics and cultural actions required to drive the transformation of doing this work for the right reasons, and with the impact of “earning the right” to customer growth.
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