This study found differences in capabilities needed to support CX initiatives. By contrast to CX practices which are about behaviors, these capabilities support but don’t directly drive improved performance.
CX Talent Management
Having the right “talent” is a function of the right quantity (employee time devoted to CX activities) and quality (depth of CX skills) of human resources. Nearly all respondents would like to see improvements in both areas, but Winning CX initiatives are in better shape overall.
Where is More Help Needed?
To assess resource levels, respondents were asked to identify where “the company should invest more of their employees’ time in the CX initiative, to improve chances of winning” – in the CX team and throughout the organization. Just 5% of all respondents reported no additional help needed.
Several patterns become apparent (see Figure 16).
First, for Starting CX initiatives, it’s no surprise that resources seem limited in many areas typically associated with CX – CX teams, senior executives, marketing, and service. Developing and Winning CX initiatives show reduced although still substantial needs in these areas. But sales is a bit different, probably an indication that it’s not a major focus at the beginning of most CX initiatives.
Second, about 40% to 50% of Developing CX initiatives are looking for help across the organization, reflecting more of the shift to improving journeys as discussed earlier. Product development gets added to the staffing priorities already mentioned.
Finally, Winning CX initiatives are better staffed in many of the core areas, with the notable exception of IT, which nearly 70% of respondents selected. One possible explanation is that more advanced CX efforts surface more challenging IT needs, and thus require more staff time. Similarly, HR shows an uptick which may reflect a shift toward programs to improve hiring and employee development to support the CX strategy.
Figure 16 – More Employee Time Needed