Nov 26 4 Key Competencies Mastered by CX Leaders

Leaders who are charged with executing corporate CX goals often come into their new roles through other domains, such as marketing, technology, or operations. When they arrive, they are often faced with this dilemma: With an often limited budget to meet ambitious goals, how do you know where to focus and prioritize your efforts? How do you find a balance between building your CX team and championing CX throughout the rest of the enterprise?

This is why we created our CX Maturity Model. Working with a diverse set of clients, we’ve gained a unique vantage point that allows us to understand different levels of CX maturity across industries and organizations. Benchmarking your organization against our maturity model is a great way to reduce complexity, understand areas of strength, and identifying gaps. Indeed, we consider the most valuable outcome of our assessment to be a step-by-step plan for making improvements and strengthening internal CX capabilities.

Here are the four core competencies that every organization needs to master to do CX well, and some of the key considerations that help us assess CX maturity.

1. Understand

Does your organization clearly understand the external environment, including an obsessive knowledge of customer needs and the competition? Is that understanding matched by organizational self-awareness—meaning, do you understand your business priorities, your technological capabilities, and most importantly, what drives NPS and how NPS affects your bottom line?

2. Decide

As important as understanding the internal and external environment is the ability to make good decisions effectively. Within the “Decide” competence, we look at a CX team’s ability to set an inspiring vision and create and execute on strategy. We also assess their ability to influence the rest of the organization and ensure CX is represented in the enterprise strategy, investment prioritization, and corporate success measures.

3. Deliver

CX teams are playing a double role as corporate thought leaders who work to change organizational structures (Decide). Still, they also must operate as ‘doers’ who roll up their sleeves to make tangible changes in the market (Deliver). As doers, they need to design and deliver experiences through their team and influence other teams to do the same by helping them leverage design thinking and agile tools and methodologies.

4. Scale

Lastly, CX teams need to keep an eye on efforts to scale CX across the enterprise. They can do this through enterprise-wide training and measures to lead culture change and create an enterprise-wide mindset of continuous improvement driven by key customer experience measures.

In a first-of-its-kind study called Value of maturity models in performance measurement [1], researchers identified the key to the effectiveness of maturity models: By providing a “safe framework for self-criticism,” maturity models significantly enhance and facilitate organizational learning. They enable discussion amongst the management team, inspire critical thinking about their practices, and thereby increase buy-in and ownership of the assessment outcome and next steps. They are especially effective if the outside consultant or expert leans into the role of a facilitator who helps align teams and activates learnings and if recommendations include clear pathways to behavior change on an individual and organizational level.

Created with all this in mind, our CX Maturity Model is designed to clarify where your team and organization are today and provide a clear picture of what’s next.


[1] Umit S. Bititci, Patrizia Garengo, Aylin Ates & Sai S. Nudurupati (2015) Value of maturity models in performance measurement, International Journal of Production Research, 53:10, 3062-3085. [Link]

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