YOUR ORGANIZATION'S CUSTOMER CENTRICITY: 

LEVEL 3

LEARN MORE ABOUT YOUR ORGANIZATION'S JOURNEY

Level 3 is the third stage on our customer-centricity scale. Based on your responses, your organization is well on it's way to becoming customer-centric.  Keep reading to see some potential obstacles your organization is likely facing and learn what you can do to improve.

CHARACTERISTICS OF A LEVEL 3 ORGANIZATION

Your organization has made solid progress on its journey to become customer-centric. Most people in the organization likely understand the importance of the customer. Senior leaders may make strong statements about valuing the customers and hold the rest of the organization to do so as well. Level 3 organizations are more likely to be market leaders, and sometimes, can get stuck in their comfort zones. Additionally, Level 3 organizations may only think of "customers" in the traditional sense, and neglect the other humans they serve, the employees.  

IT'S COUNTER INTUITIVE

In a responsive organization, the biggest shift to become more customer-centric can come by broadening your view of the "customer." By thinking of the customer as "humans we serve," you can begin to place a greater importance on your employees. Level 3 organizations usually have strong leadership teams who have made the paying customer a priority. But to get to the next level, Level 3 organizations should focus internally on the employees tasked with carrying out senior leaders' directives. 

Here are five business areas where customer-centric organizations excel. Below, we've provided a likely look into your organization's current state, paired with high level strategies to help you take the next step to improve.

Customer Insights

Data and insights exist, but are not widely shared.

  • Your organization may collect data from a variety of sources, but the data lives in separate databases and could use improvement in how it is combined for decision making.
  • Impactful insights are gleaned from the data, but you may not be organized to truly capitalize on the insights. 
  • Input on research and data collection may be collected from decision makers across the organization, but only a select few people in the organization have access to the data.

Culture

More intentional processes and systems would help with consistency

  • You may have been trained for your job responsibilities well, and if you ask, professional development opportunities may be available. But a structured professional development program may be missing. 
  • There may be a few global internal events that you look forward to, and leaders may attempt to show you appreciation. An overarching designed rewards and recognition framework would help create consistency. 
  • Strong communication across departments, you may even use consumer grad technology like Microsoft Teams or Slack. But accountability can be lacking, as leaders say the right things but don't always follow through.
  • Your organization may hire for cultural fit, but not necessarily to evolve the culture. While there may be limited avenues for upward mobility within the organization, leaders are supportive of you moving to the next role.

Operations

Missing the right tools or organizational structure to deliver

  • Most departments may have SOG's or SOP's, but they are likely stored and spread across varying locations and not centrally housed.
  • While your organization is always looking for ways to improve, often times, the operations team is disconnected from financial impact and revenue metrics.
  • Your organization has a robust fan journey map, but it is not updated regularly or widely used for decision making.
  • Members of your organization execute their jobs well, but customer service is not a primary focus

Experiences

Innovation is largely based on competitors or tweaking what you've always done.

  • Your organization may have done a first-rate job at diversifying the types of experiences and content you create, but the experiences are usually pushed out. Your organization may benefit from facilitating more community building among customers. 
  • Experiences may be available through many different channels, but the experiences and content are likely not created specifically for the unique nuances of that platform. 
  • Experiences that you create are impactful, but still tend to try and satisfy all segments at once, as opposed to specific experiences and specific content for specific customer segments.

Monetization

Financial acumen is strong, but not widely understood or long-term focused

  • Leaders in your organization may successfully focus on leading metrics like Net Promoter Score over lagging metrics like revenue, but your team is not always focused on long-term metrics like lifetime value 
  • Your finance group truly does pull the strings operating the show, in a good way. But outside of the leadership group, the "why" behind financial decisions is often misunderstood.
  • Leaders within their own areas may have solid business accumen and financial understanding, but frontline employees intentionally listen for cost saving or revenue generation ideas. 

OUR RECOMMENDATIONS

Based on your quiz results, here are some next steps we might recommend for you and your organization. 

GET YOUR SENIOR LEADERSHIP TEAM ALIGNED

To truly see behaviors and future decisions change in your organizations, it may take an experience transformation. And for sustained change, it won’t come overnight. It’s certainly possible, but not easy.

Many organizations have pulled off these types transformations before -- with the right processes and commitment. We’ve led these types of successful transformations before, with organizations just like yours.

The first step in any experience transformation is to get senior leadership aligned on what success looks like. Click the icon to learn our most effective tactics for getting leadership on the same page.

START SMALL, ONE PROJECT AT A TIME

Is your leadership team typically skeptical of outside help? Is there a project you need to complete quickly that needs a customer-centric approach?

You may need a quick-win, but not just any quick-win. A quick-win with lasting positive impact. Luckily for you, we’ve combined best-practices we used at the Walt Disney Company with best-practices from Google and other customer-centric leaders to create a way for you to quickly build new ideas and validate them with your customers.  

Sounds interesting? Click the icon to see if the project you’re working on now can benefit from a new approach.

IMPROVE YOUR OWN SKILLS IN THE MEANTIME

One of the best ways to help your organization become more customer-centric is to become a leader and improve your own skills.

You can set the example for those around you by upping your own game, learning from leaders in other industries and bringing new insights into your organization. 

Ready to kickstart your own personal learning journey? Click the icon to learn from the best in business

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