There are many promises, writings, data, and benefits we hear or read about Customer Experience Programs. However, we do not talk so much about the realities and barriers that appear during its implementation, when it comes down to its own land and the concrete moment of a company. After experiencing these “moments”, really “moments of truth”, with different Spanish companies from different sectors, I identified 5 main barriers when implementing CEX Initiatives (Customer Experience)

1. The Organization Resists!

2. Always apply the same “magic formula”

3. Are the CEO and Steering Committee involved, really?

4. Do not include the CLIENT in equation

5. Believe that Technology solves everything

Perhaps it is worth taking them into account, we will try one by one in different posts leaving the subject open to your comments and / or experiences.

Let’s start with the 1st Barrier

1. The Organization Resists!

The own culture of the company can wreck an initiative as necessary as CEX. In addition, the level and type of competencies required to implement CEX is often not adequate, nor is the customer’s ROI, or the company’s leadership style. There are many variables that can lose the illusion of the promoters of this initiative and that makes more expensive or ineffective any action of the company or consultants that work to achieve it.

It is necessary to pay attention to the heartbeat of the organization, to measure many parameters, some that had never been raised before, such as how much it costs us to capture a new client ?, how much to attend to the claims of a client ?, or what is The average income of a client? Most companies do not have answers to these questions as indicated in the table below.

Customer Experience Evolution

Unknowledge, in most cases, because they are costs distributed between different departments, calculated at functional level or by department and not at the”customer level”.

Many organizations continue to use old ways of thinking to try to solve new problems! The 21 st Century competencies are those that respond to the new challenges and those that allow a CEX implementation to be successful and return in the expected benefits.

We have to deal with cultural, gender, and technological diversities that must be managed. It is a fundamental career that must be focused on developing skills and *key competences such as:

the inspiration, energy and passion of one’s own and towards others

intuition and imagination, essential for generating new ideas, having the tenacity to carry them out, and encouraging others to support them

agility and awareness enough to perceive one’s own inner world, to read the changing conditions of the environment and to be able to adjust to them;

and finally the integration and balance body-mind, basic to manage emotions and handle difficult situations or stress.

These competencies drive the “empowerment”and focus on the emotions, which make possible the Employee Experience itself without which it is difficult to achieve the Customer Experience.

The rules of the game have changed … and a lot! Perceptions about the image, quality, treatment, relationship or attention given to the client are continuously evaluated more from emotion than from reason.

Curiously, it is also the emotions that are taken into account by the employee, the company, the partner, when assessing if the experience offered by your company (the mood, your manager, professional development opportunities, your colleagues …) is good. Of course, in addition to those related to other types of incentives, more material and tangible, that of course must be in an acceptable range.

In an Industrial company, a director recognized that once the initial diagnosis that pulses competences, customer alignment, empowerment, leadership style, contracting for values, etc … was concluded, he reached the conclusion that before starting this machinery of CEX these basic pillars had to develop and reinforce in first place. It is true that maximum alignment, or desired competencies are never achieved in all employees, but there are milestones and basic assessments that can help decide when it is time to start and with which allies.

Therefore, and without any doubt, it is the organization itself that is key to implementing CEX, not only because it is the people who provide the service in customer service or in sales, but because the whole organization must be oriented and focused on the customer Since “absolutely, everything we do and say has an impact on the client, on their emotions”, either if we are in the back-office or front, but also because”why we do things (motives), is also perceived by Internal and external customers “.

Customer Experience is a discipline and as such needs good governance and proper management (as mentioned by Lior Arussy in his book Customer Experience Strategy), it involves ALL areas of the company. It can be a barrier or the great star capable of realizing the Customer Experience as an engine of differentiation and growth.

*Competencies of Silvia Damiano’s neuro-leadership model i4