Chief Customer Officer 2 0 More Praise for Chief Customer Officer 2 0 “Jeanne focused our leadership team on embedding her five competencies into how we do business Using the content described here, s.
More Praise for Chief Customer Officer 2.0 “Jeanne focused our leadership team on embedding her five competencies into how we business Using the content described here, she united us in redirecting how we develop and grow our business and customer relationships.” —Doug Holte, President, Irvine Company Office Properties “I guarantee that you will dog-ear this book and refer to it repeatedly to achieve success in your customer experience transformation and leadership role.” —Gavan Duff, Chief Customer Officer, MSA, The Safety Company “It’s wonderful to see Jeanne Bliss come out with another great book Chief Customer Officer 2.0 is full of sound, practical advice for leaders who want to help their organizations become more customer-centric I highly recommend it for anyone who cares about customer experience.” —Bruce Temkin, Managing Partner of Temkin Group, Co-Founder, Customer Experience Professionals Association “Jeanne Bliss was the first to bring the chief customer officer role and customer leadership to us With this book she continues to be a guardian and beacon to customer experience executives around the world.” —Kerry Bodine, Coauthor of Outside In: The Power of Putting Customers at the Center of Your Business “Jeanne’s five competencies in this book gave us a clear and concise path for improving client experiences and uniting our leadership team.” —Dan Schrider, CEO, Sandy Spring Bank “If you believe, like I do, that companies in today’s increasingly commoditized world need to be customer-driven and experience-focused, then grab Jeanne Bliss’s Chief Customer Officer 2.0 off the shelf, read, and absorb it Create such a position dedicated to developing a growth engine around the individual, living, breathing customers of your company, fulfill that position, or align with that person Or, you know, be commoditized.” —Joe Pine, Coauthor, The Experience Economy and Infinite Possibility “This is simply the most important book on your reading list right now to help you drive your customer experience transformation.” —Joe Wheeler, Executive Director, The Service Profit Chain Institute There is no one more qualified to write this book than Jeanne Bliss, a visionary and leading light in the search for what customer-centric leaders must to propel their organizations to greater success Read Chief Customer Officer 2.0 to capitalize on Jeanne’s decades of experience as a practitioner and coach, and learn how to truly embed customer-centric competencies into your organization —Bob Thompson, CEO of CustomerThink Corp and author of Hooked On Customers: The Five Habits of Legendary CustomerCentric Companies “Make this book first on your reading list! Jeanne Bliss’s thought leadership and ability to unite a leadership team and clarify this work takes years off your customer experience transformation.” —Yves Leduc, President, Velan, Inc “No matter your role in business, run to the cash register with this book In Chief Customer Officer 2.0, you are provided a model, set of filters, tangible game plan, and the tools you will need to enjoy rewarding and sustainable growth that comes from delighting your customers The book you are holding is approachable, transformational, and in keeping with the incredible thought leadership Jeanne Bliss has offered throughout her customer-obsessed career!” —Joseph Michelli, New York Times bestselling author of Leading the Starbucks Way, The Zappos Experience, and The New Gold Standard This book should be a reality show because almost every company needs a makeover to make customers a priority again Chief Customer Officer 2.0 is the best guide for your own successful makeover! —Jeffrey Hayzlett, primetime TV and radio host, speaker, author, and part-time cowboy “Jeanne Bliss has the experience and wisdom to guide you through the process of creating a customer-driven organization.” —Shep Hyken, customer service expert and New York Times bestselling author of The Amazement Revolution Chief Customer Officer 2.0 Chief Customer Officer 2.0 How to Build Your Customer-Driven Growth Engine (Completely Revised and Expanded) Jeanne Bliss Copyright © 2015 by Jeanne Bliss All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the 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of America 10 For All the Leaders Who Grow Their Businesses by Improving Customers’ Lives About the Author A passionate customer experience practitioner, Jeanne Bliss pioneered the role of the chief customer officer, holding the role for over 20 years at Lands’ End, Allstate, Microsoft, Coldwell Banker, and Mazda corporations She now runs CustomerBliss, (www.customerbliss.com), a global customer experience transformation company with clients such as AAA, Brooks Brothers, St Jude Children’s Research Hospital, and Bombardier Aerospace She is a global keynote speaker on these topics, and sought frequently by major media for her input and points of view Jeanne is the co-founder of the Customer Experience Professionals Association, established to advance the worldwide discipline of customer experience and customer experience practitioners Her two best-selling books are Chief Customer Officer: Getting Past Lip Service to Passionate Action, and I Love You More than My Dog: Five Decisions that Drive Extreme Customer Loyalty in Good Times and Bad She lives in Los Angeles with her husband, Bill 259 Index AbbVie, 56 ‘‘Accelerating Down the ‘Customer Experience’ Road” (Dawson), 97–98 Accountability See One-Company Leadership, Accountability and Culture (Competency 5) Action Lab Build a Customer Room, 175 Building a Defector Pipeline, 151–152 Code of Conduct to Customers, 166 Current State: Five Competencies (audit), 21–24 Customer-Centric Journey Stages, 96 defined, Earn the Right to Growth, 102 Leadership Behaviors, 87–88, 135–136, 156–157, 188–189 Leadership Calls to Customers, 122 Leadership Team Involvement, 67–69 Leadership Transformation Plan, 190–198 Organization Readiness, 54 Reliability Reality-Check, 143–144 Take Stock of Current Listening, 129–132 Visual Customer Asset Story, 35–36 What Is Your Power Core?, 46 Your Customer Asset Metrics, 82–83 ‘‘ACTIVE Listening Helps Students with Loan Repayment” (Wensil), 113–115 Adobe, 12–13 ‘‘Aggregating Insights to Interest Even the CFO” (Atkinson), 10–11 Airbnb, 117–118 Alaska Airlines, 205 Align Around Experience (Competency 2), 89–110 “Accelerating Down the ‘Customer Experience’ Road” (Dawson), 97–98 building high-level maps to prioritize touchpoints, 103 Clarity of Purpose and, 98–101 Customer-Centric Journey Stages (Action Lab), 96 defined, 90–93 earning right to business growth with, 90, 101–102 Earn the Right to Growth (Action Lab), 102 “Engaging Children in the Library Experience” (Circle), 100–101 “First Journey Map Ever for the Smithsonian” (Bitar), 90–92 “Focus on the Adoption Experience = Growth” (Frunzi), 107–108 impact of, 106–108 Journey Map and, 93–97 leadership shift for, 105–106 Leadership Transformation Plan (Action Lab), 192–193 overview, 7–9 “Simple, Visual, Inclusive Communication is Key” (Mottla), 104–105 stages for, 95 storytelling and, 104–105 to tell story of customers’ lives, 58, 59 Amazon, 150 American Cancer Society, 29, 182–183 Atkinson, Graham, 10–11 261 262 Attitude of leadership, Customer Asset Management and, 30 Automotive industry, test-drive experience and, 139–140 Barneys New York, 48, 162–163 Behaviors for leadership Give Permission and Behaviors to Model (Behavior 2), 51 Prove It with Actions Establish One-Company Accountability (Behavior 3), 52–53 Unite the Leadership Team (Behavior 1), 50 See also Leadership; Leadership engagement, of CCO Bennett, Michael, 178–179 Bitar, Samir, 90–92, 147–148 Bliss, Jeanne blog of, 220 contact information, 249 I Love You More than My Dog: Five Decisions that Drive Extreme Customer Loyalty in Good Times and Bad, 55 Bombardier Recreational Products (BRP), 65–66, 97–98 Botts, Tom, 72–73 Build a Customer Listening Path (Competency 3), 111–136 “ACTIVE Listening Helps Students with Loan Repayment” (Wensil), 113–115 building Customer Listening Path, 123–125 Business to Business Listening (Wiltz), 133 CCO role definition and, 243 defined, 111–115 “Establishing a Baseline Before Setting Targets” (Hassell), 117–118 “Executive Immersion in Customers’ Lives” (Walsh), 126–127 experiential listening, 120–122 Index feedback, aided or quantitative, 116–118 feedback, unaided or qualitative, 118–120 feedback for, 115–116 impact of, 128–133 Leadership Behaviors (Action Lab), 135–136 Leadership Calls to Customers (Action Lab), 122 leadership shift for, 125–127 Leadership Transformation Plan (Action Lab), 193–195 overview, 9–11 Take Stock of Current Listening (Action Lab), 129–132 to tell story of customers’ lives, 58, 59 “The Human Voice of the Client” (Dille), 119–120 Build a Customer Room (Action Lab), 175 Building a Defector Pipeline (Action Lab), 151–152 ‘‘Building Our Customer Room” (Bennett), 178–179 ‘‘Building Trust to Scale the Business” (Whitcraft), 14–15 Burns, Claire, 17, 142 Business to Business Listening (Wiltz), 133 Capacity creation, practicing, 172–174 ‘‘Center of Excellence for Customer Growth” (Rhodes), 153–154 CEO, supporting legacy of, 26–28 Chief Customer Officer (CCO), 219–247 Evolving Chief Customer Officer Role, 214–217 “How I Interview for a Chief Customer Officer Role” (Whitcraft), 228 “How I Stage My Work In This Role” (Lindberg), 216–217 Index leadership engagement, 229–241 readiness for role, 221–228 “Readiness for the Role: My Rock, My Story” (Hand), 227 resources for fulfilling role, overview, 219–220 role clarity (See Five Customer Leadership Competencies) role definition, 242–247 See also Action Lab; Leadership; My Rock, My Story; Work stages; individual competencies Circle, Alison, 100–101 Citi, 201–202 Code of Conduct to Customers (Action Lab), 166 Columbus Metropolitan Library, 100–101 Comer, Gary, 38 Commit stage (Five Competency Maturity Map), 201 Cox, Heather Carroll, 201–202 Cross-functional teams, 63 ‘‘Culprits” Annual Planning and IT Investment (Culprit 4), 66 Lack of Rigor in Holding People Accountable (Culprit 3), 63–65 Silo-Based Prioritization of Investments and Focus (Culprit 1), 62–63 Work Is Layered On and Capacity Creation Is Not Addressed (Culprit 2), 63 Culture, organizational See One-Company Leadership, Accountability and Culture (Competency 5) Current State: Five Competencies (Action Lab), 21–24 Customer Asset Management See Honor and Manage Customers as Assets (Competency 1) Customer Experience Development (CXD) 263 attitude shift and, 30 building a Customer Room, 53, 174–180 building customer-driven growth engine, 15–18 (See also Customer growth; Five Customer Leadership Competencies; Leadership) customer culture, 48–49, 160–161 customer life improvement versus project plan movement, customers as Power Core, 44–45 elevating Customers as Assets, 31–37 importance of, 140–142 pivotal leadership shift for, 28–29 See also Journey Map Customer growth building customer-driven growth engine, 15–18 customer-driven growth inhibitors, 184–189 earning right to, 90, 101–102 (See also Align Around Experience (Competency 2)) reliability and customer growth, 146–147 social media, reliability and customer growth, 148–152 Dasteel, Jeb, 42–43 Dawson, Chris, 65–66, 97–98 Decision making commitment and, 179–180 Journey Map as business decision blueprint, 93–94, 139 Defector Pipeline, 151–152 ‘‘Defining What Success Looks Like” (Botts), 72–73 DeLaney, Susan, 138–139 Denihan Hospitality Group, 72–73 Dille, Scott, 119–120 ‘“Do This, Don’t Do That”’ Interaction Principles (Lindberg), 167 Dow Corning, 56–57 Duff, Gavan, 51–52, 81–82 264 Earn the Right to Growth (Action Lab), 102 Elevate stage (Five Competency Maturity Map), 204–205 ‘‘Elevating Our Donors as Assets” (Hand), 6–7 Embed stage (Five Competency Maturity Map), 203–204 Employees code of conduct for, 168–171 cross-functional teams, 63 experience reliability of, 145 head count increase, 210, 211–214 See also Leadership; Silos Enersource, 170–171 ‘‘Engaging Children in the Library Experience” (Circle), 100–101 ‘‘Engaging Leaders in the Competencies” (Slatin), 69–70 ‘‘Engaging the Board to Care About the “Why?” (Noon), 29 Engineering/information technology, as Power Core, 41–42, 238–239 ESRI, 107–108 ‘‘Establishing a Baseline Before Setting Targets” (Hassell), 117–118 Evolving Organizational Structures earning right to head count, 211–214 engaging leadership, 211 overview, 210 ‘‘Executive Immersion in Customers’ Lives” (Walsh), 126–127 Expansion, implementing, 19 Experiential listening, 120–122 ‘‘Fatigued by Survey Score Chasing” (Rhodes), 32–33 Feedback aided or quantitative, 116–118 for Build a Customer Listening Path (Competency 3), 115–116 need for, 9–10 (See also Build a Customer Listening Path (Competency 3)) unaided or qualitative, 118–120 Index See also Build a Customer Listening Path (Competency 3) ‘‘First Journey Map Ever for the Smithsonian” (Bitar), 90–92 Five Competency Maturity Map Commit stage, 201 Elevate stage, 204–205 Embed stage, 203–204 Mature stage, 204 “Our Move to Pizza Teams = Agile, Fast Improvements” (Kopf), 205 overview, 200 “Staging Work to Embed Speed, Agility and CX Design” (Cox), 201–202 Transformation Milestones (Years through 5), 206–209 Unite and Build stage, 202–203 “We Began With How We Improve Customers’ Lives” (Pregartner), 209–210 Five Customer Leadership Competencies, 1–25 Align Around Experience (Competency 2), 7–9 to answer “What Do You Do?,” 20–21 Build a Customer Listening Path (Competency 3), 9–11 to build customer-driven growth engine, 15–18 Current State: Five Competencies (audit), 21–24 Honor and Manage Customers as Assets (Competency 1), 5–7 to improve “culprits,” 62–66 One-Company Leadership, Accountability and Culture (Competency 5), 13–15 overview, 1–5 Proactive Experience Reliability and Innovation (Competency 4), 11–13 staging, to meet timing and priorities, 19 to tell story of customers’ lives, 18–19, 57–62 Index ‘‘Focusing Our Efforts and Investments” (Pudnos), 56–57 ‘‘Focus on the Adoption Experience = Growth” (Frunzi), 107–108 Frunzi, Nick, 107–108 Gore, W L., 55 ‘‘Growing Pains: Passion Meets Reality!” (Dawson), 65–66 Hand, Martin, 6–7, 227 Hassell, Aisling, 117–118 Head count, adding to, 210, 211–214 Honor and Manage Customers as Assets (Competency 1), 71–88 baseline customer asset metrics, 75–82 defined, 71–74 “Defining What Success Looks Like” (Botts), 72–73 driving transformation with, 88 “Honoring Our Customers as Assets” (Frunzi), 86–87 “How We Track and Reward Customer Growth” (Logvinov), 77–78 impact of, 84–85 Leadership Behaviors (Action Lab), 87–88 leadership shift for, 83–84 Leadership Transformation Plan (Action Lab), 190–192 “Making Channel Partners an Asset of Our Business” (Duff), 81–82 overview, 5–7 to tell story of customers’ lives, 58, 59 Your Customer Asset Metrics (Action Lab), 82–83 ‘‘How I Interview for a Chief Customer Officer Role” (Whitcraft), 228 ‘‘How I Stage My Work in This Role” (Lindberg), 216–217 ‘‘How We Built Our Customer Eco-System” (Mottla), 8–9 ‘‘How We Engage Our Engineers” (Dasteel), 42–43 265 ‘‘How We Got Traction…” (Poppen), 187–188 ‘‘How We Track and Reward Customer Growth” (Logvinov), 77–78 ‘‘How We’ve Elevated My Role and This Work” (Winemiller), 20–21 ‘‘Human Voice of the Client, The” (Dille), 119–120 I Love You More than My Dog: Five Decisions that Drive Extreme Customer Loyalty in Good Times and Bad (Bliss), 55 Information technology (IT) Annual Planning and IT Investment (Culprit 4), 66 as Power Core, 41–42, 238–239 Insurance industry, as vertical Power Core, 43–44 Intelligent capacity creation, 63 Irvine Company, 178–179 Job description, for CCO, 245–247 Journey Map building Customer Room for, 174–180 as business decision blueprint, 93–94, 139 Customer-Centric Journey Stages (Action Lab), 96 “First Journey Map Ever for the Smithsonian” (Bitar), 90–92 focusing on customer priorities with, 56–57 naming customer journey stages to change culture, 95 simplistic design for, 94–97 Key performance indicators (KPIs), identifying, 186 ‘‘Killing Stupid Rules in Business-to-Business with “The Virtual Wallet” (Duff), 51–52 Kopf, Curtis, 205 266 Lands’ End, 38 LAUNCH, 8–9, 104–105 Leadership, 25–71 behaviors for, 50–53 CEO legacy and, 26–28 cornerstones of, 27 Customer Experience Development and, 141 customers as assets and, 28–29, 30, 31–36 customers asset metrics, 30–31 Five Competencies and, 57–62 Five Competencies to overcome Culprits, 62–66 Journey Map for focusing on customer priorities, 56–57 Leadership Team Involvement (Action Lab), 67–69 Power Core for, 37–47 prioritizing and, 19 shifts needed for, 25–26, 28–29, 30, 83–84, 105–106, 125–127, 152–154, 163–164 uniting leadership team, 19, 47–56, 48, 50, 165–166 See also Align Around Experience (Competency 2); Leadership engagement, of CCO; One-Company Leadership, Accountability and Culture (Competency 5) Leadership Behaviors (Action Lab), 87–88, 135–136, 156–157, 188–189 Leadership Calls to Customers (Action Lab), 122 Leadership engagement, of CCO accelerating value, 230–231 accountability, 231 aptitude of CCO, 242–244 assessing Power Core impact, 236–241 CCO as executive of company, 229–230 corporate patience, 232–233 Index C-suite agreement on role of CCO, 234 C-suite working relationship with CCO, 234–235 demystifying road map, 233 establishing acceptance/role clarity, 230 job description of CCO, 245–247 overview, 220 personal ownership for, 229 providing political air cover, 232 See also Chief Customer Officer (CCO) Leadership Transformation Plan (Action Lab), 190–198 Lindberg, Ingrid, 167, 216–217 Listening path See Build a Customer Listening Path (Competency 3) Lithium Technologies, 77–78 Logvinov, Misha, 77–78 London School of Economics, 150 Loyalty, customer growth and, 146–147 Magisso North America, Inc., 209–210 ‘‘Making Channel Partners an Asset of Our Business” (Duff), 81–82 ‘‘Making Experience Improvement Reliable” (Burns), 142 Marketing marketing back, 243–244 as Power Core, 44, 240–241 Mature stage (Five Competency Maturity Map), 204 MetLife, 17, 142 Metrics baseline customer asset metrics, 75–82 CCO role definition and, 242–243 Customers as Assets and leadership shift, 28–29 Do the Math—Net Growth or Loss of Your Customer Asset (Customer Asset Metric 3), 78–79 Lost Customers—Volume and Value and Reasons Why (Customer Asset Metric 2), 76–77 Index New Customers—Volume and Value (Customer Asset Metric 1), 75–76 reliability performance, 138 A Simple Set of Customer Behaviors Indicating Growth or Loss of Relationships (Customer Asset Metric 4), 79–81 survey score results versus, 30–31 Your Customer Asset Metrics (Action Lab), 82–83 See also Honor and Manage Customers as Assets (Competency 1) Milestones See Work stages Mottla, Lesley, 8–9, 104–105 MSA, The Safety Company, 51–52, 81–82 My Rock, My Story “Accelerating Down the ‘Customer Experience’ Road” (Dawson), 97–98 “ACTIVE Listening Helps Students with Loan Repayment” (Wensil), 113–115 “Aggregating Insights to Interest Even the CFO” (Atkinson), 10–11 “Building Our Customer Room” (Bennett), 178–179 “Building Trust to Scale the Business” (Whitcraft), 14–15 “Center of Excellence for Customer Growth” (Rhodes), 153–154 defined, “Defining What Success Looks Like” (Botts), 72–73 “‘Do This, Don’t Do That”’ Interaction Principles (Lindberg), 167 “Elevating Our Donors as Assets” (Hand), 6–7 “Engaging Children in the Library Experience” (Circle), 100–101 “Engaging Leaders in the Competencies” (Slatin), 69–70 “Engaging the Board to Care About the “Why?” (Noon), 29 267 “Establishing a Baseline Before Setting Targets” (Hassell), 117–118 “Executive Immersion in Customers’ Lives” (Walsh), 126–127 “Fatigued by Survey Score Chasing” (Rhodes), 32–33 “First Journey Map Ever for the Smithsonian” (Bitar), 90–92 “Focusing Our Efforts and Investments” (Pudnos), 56–57 “Focus on the Adoption Experience = Growth” (Frunzi), 107–108 “Growing Pains: Passion Meets Reality!” (Dawson), 65–66 “Honoring Our Customers as Assets” (Frunzi), 86–87 “How I Interview for a Chief Customer Officer Role” (Whitcraft), 228 “How I Stage My Work in This Role” (Lindberg), 216–217 “How We Built Our Customer Eco-System” (Mottla), 8–9 “How We Engage Our Engineers” (Dasteel), 42–43 “How We Got Traction…” (Poppen), 187–188 “How We Track and Reward Customer Growth” (Logvinov), 77–78 “How We’ve Elevated My Role and This Work” (Winemiller), 20–21 “Killing Stupid Rules in Businessto-Business with “The Virtual Wallet” (Duff), 51–52 “Making Channel Partners an Asset of Our Business” (Duff), 81–82 “Making Experience Improvement Reliable” (Burns), 142 “Our Customer Experience Steering Committee” (Thompson), 162–163 “Our First Batch of Improvements” (Bitar), 147–148 “Our Move to Pizza Teams = Agile, Fast Improvements” (Kopf), 205 268 My Rock, My Story (continued) “Proactive Operational Metric Tracking” (DeLaney), 138–139 “Proving a Return-On-Investment on Culture Activities” (Ward), 39–40 “Readiness for the Role: My Rock, My Story” (Hand), 227 “Real Time Performance Visibility to Improve Customer Experience” (Walsh), 12–13 “Simple, Visual, Inclusive Communication is Key” (Mottla), 104–105 “Staging Work to Embed Speed, Agility and CX Design” (Cox), 201–202 “State of the Customer Report” (Burns), 17 “The Human Voice of the Client” (Dille), 119–120 “Uniting Leaders From Talk to Action” (Thompson), 48 “We Began With How We Improve Customers’ Lives” (Pregartner), 209–210 “Would You Treat Your Mother This Way?” (Pastoric), 170–171 Noon, Hilary, 29, 182–183 Northern Trust, 119–120 Oklahoma City Thunder, 20–21 One-Company Leadership, Accountability and Culture (Competency 5), 159–198 accountability, 52–53 annual planning and, 180–183 Build a Customer Room (Action Lab), 175 “Building Our Customer Room” (Bennett), 178–179 Code of Conduct to Customers (Action Lab), 166 customer-driven growth inhibitors, 184–189 Index defined, 160–163 “‘Do This, Don’t Do That”’ Interaction Principles (Lindberg), 167 embedding leadership behavior for transformation, 164–174 facilitating one-company building, 7–8 focusing on one-company building, “How We Got Traction…” (Poppen), 187–188 impact of, 183–184 Intelligent Stop-Doing List (Action Lab), 173–174 Kill a Stupid Rule Movement (Action Lab), 171–172 Lack of Rigor in Holding People Accountable (Culprit 3), 63–65 Leadership Behaviors (Action Lab), 188–189 leadership engagement of CCO and, 231 leadership shift for, 163–164 Leadership Transformation Plan (Action Lab), 197–198 “Our Customer Experience Steering Committee” (Thompson), 162–163 overview, 13–15 proving with action, 174–180 Rethink Annual Planning (Action Lab), 180 “Storytelling Works Better than Charts” (Noon), 182–183 to tell story of customers’ lives, 58–60 “Would You Treat Your Mother This Way?” (Pastoric), 170–171 OpenX, 14–15, 228 Oracle, 42–43 Organizational readiness, of CCO high-level questions to ask, 221–222 “How I Interview for a Chief Customer Officer Role” (Whitcraft), 228 overview, 219 Index “Readiness for the Role: My Rock, My Story” (Hand), 227 tactical questions to ask, 223–226 See also Chief Customer Officer (CCO) Organizational structure, evolution of See Evolving Organizational Structures Organization Readiness (Action Lab), 54 ‘‘Our Customer Experience Steering Committee” (Thompson), 162–163 ‘‘Our First Batch of Improvements” (Bitar), 147–148 ‘‘Our Move to Pizza Teams = Agile, Fast Improvements” (Kopf), 205 Paris Presents, Inc., 133 Pastoric, Dan, 170–171 Permission, leadership and, 51 Planning Annual Planning and IT Investment (Culprit 4), 66 examining customers’ lives for, 180–183 See also Align Around Experience (Competency 2) Poppen, Mary, 187–188 Power Core customer as, 44–45, 241 emerging types of, 46 engineering/information technology as, 41–42, 238–239 knowing how to get traction with, 37–38 marketing as, 44, 240–241 organization chart example, 45 overview, 40–41 product development/engineering as, 41 sales as, 41 vertical business operations as, 43–44, 239–240 What Is Your Power Core? (Action Lab), 46 Pregartner, Sue, 209–210 269 Prime Therapeutics, 167, 216–217 Prioritizing Evolving Chief Customer Officer Role (work stages), 214–217 Journey Map to focus on customer priorities, 56–57 Silo-Based Prioritization of Investments and Focus (Culprit 1), 62–63 uniting leaders for, 19 Proactive Experience Reliability and Innovation (Competency 4), 137–157 Building a Defector Pipeline (Action Lab), 151–152 “Center of Excellence for Customer Growth” (Rhodes), 153–154 defined, 138–140 experience reliability reality check, 143–148 impact of, 154–155 importance of Customer Experience Development, 140–142 Leadership Behaviors (Action Lab), 156–157 leadership shift for, 152–154 Leadership Transformation Plan (Action Lab), 195–197 “Making Experience Improvement Reliable” (Burns), 142 “Our First Batch of Improvements” (Bitar), 147–148 overview, 11–13 Reliability Reality-Check (Action Lab), 143–144 social media and experience reliability for customer growth, 148–152 to tell story of customers’ lives, 18–19, 57–62 ‘‘Proactive Operational Metric Tracking” (DeLaney), 138–139 Product development/engineering Customer Experience Development compared to, 140–142 as Power Core, 41 270 ‘‘Proving a Return-On-Investment on Culture Activities” (Ward), 39–40 Pudnos, Carol, 56–57 Rackspace, 32–33, 153–154 ‘‘Readiness for the Role: My Rock, My Story” (Hand), 227 ‘‘Real Time Performance Visibility to Improve Customer Experience” (Walsh), 12–13 Reliability See Proactive Experience Reliability and Innovation (Competency 4) Reliability Reality-Check (Action Lab), 143–144 Rhodes, Taylor, 32–33, 153–154 SaaS Companies, 41 St Judy Children’s Research Hospital, 6–7, 227 Sales, as Power Core, 41 SAP, 187–188 Silos cross-silo accountability, 7–8 enabling cross-silo experience, 172 prioritizing touchpoints with, 103 reactive nature of, 2, ‘‘Simple, Visual, Inclusive Communication is Key” (Mottla), 104–105 Slatin, Mark, 69–70 Smithsonian Institution, 90–92, 147–148 Social media, customer growth and, 148–152 Staging the work See Work stages ‘‘Staging Work to Embed Speed, Agility and CX Design” (Cox), 201–202 ‘‘State of the Customer Report” (Burns), 17 ‘‘Stop-doing” list, 173–174 Storytelling Align Around Experience (Competency 2) and, 104–105 stories of customers’ lives, 58, 60 Index “Storytelling Works Better than Charts” (Noon), 182–183 Visual Customer Asset Story (Action Lab), 35–36 Take Stock of Current Listening (Action Lab), 129–132 Thompson, Kevin, 48, 162–163 Transformation Milestones (Years through 5) (Five Competency Maturity Map), 206–209 Unite and Build stage (Five Competency Maturity Map), 202–203 ‘‘Uniting Leaders From Talk to Action” (Thompson), 48 UPS, 138–139 U.S Department of Education, 113–115 Vertical business operations, as Power Core, 43–44, 239–240 Visual Customer Asset Story (Action Lab), 35–36 Walgreens, 10–11 Walsh, Lambert, 12–13, 126–127 Ward, Jeri, 39–40 ‘‘We Began With How We Improve Customers’ Lives” (Pregartner), 209–210 Wensil, Brenda, 113–115 What Is Your Power Core? (Action Lab), 46 Whitcraft, Tish, 14–15, 228 Wiltz, Robert, 133 Winemiller, Pete, 20–21 Work stages, 199–218 CCO resources by year, 212 Chief Customer Officer Priorities by Year, 214–217 Evolving Organizational Structures, 210–214 Five Competency Maturity Map, 200–210 271 Index “How I Stage My Work in This Role” (Lindberg), 216–217 “Our Move to Pizza Teams = Agile, Fast Improvements” (Kopf), 205 overview, 199 “Staging Work to Embed Speed, Agility and CX Design” (Cox), 201–202 “We Began With How We Improve Customers’ Lives” (Pregartner), 209–210 “Would You Treat Your Mother This Way?” (Pastoric), 170–171 Your Customer Asset Metrics (Action Lab), 82–83 WILEY END USER LICENSE AGREEMENT Go to www.wiley.com/go/eula to access Wiley’s ebook EULA ... Revolution Chief Customer Officer 2. 0 Chief Customer Officer 2. 0 How to Build Your Customer- Driven Growth Engine (Completely Revised and Expanded) Jeanne Bliss Copyright © 20 15 by Jeanne Bliss All rights... Businesses by Improving Customers’ Lives Contents Introduction Your Reading Road Map for Chief Customer Officer 2. 0 Chief Customer Officer Role Clarity Five Customer Leadership Competencies:... leaders to make a defining performance metric – the growth or loss of your customer base Shift to a simple understanding of customer- driven growth success • Growth of Customers ▪ Loss of Customers