Chapter 11
How to equip and support teams for success
It happens all too often that those charged with responsibility for the delivery of customer experience programmes are inadequately equipped to carry out the task. This chapter looks at the root cause of failure and the way to reverse this by creating conditions to thrive for both the people and the strategies. Think about these questions:
- Why do customer-based transformations nearly always fail?
- Where does the customer sit on an organisation chart?
- Do we need a chief customer officer?
Few, if any, senior executive training courses focus on equipping leaders to manage the customer component of their balanced scorecard. The resulting lack of confidence at a leadership level creates problems ...
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