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Establishing the CX Leadership Function

1.1 Defining the CX Function's Mandate and Authority

1.2 Determining the Structure and Scope of the CX Function

1.3 Defining CX Leadership Roles and Responsibilities

1.4 Building the Capabilities and Resources Required for CX Leadership

1.5 Establishing the CX Function's Relationship with the Organization

Building CX into Organizational Management

2.1 Embedding CX into Management Practices and Decisions

2.2 Integrating Customer Experience into Performance Management

2.3 Aligning Incentives and Recognition with Customer Outcomes

2.4 Establishing Leadership Routines for Customer Experience

2.5 Using Organizational Policies and Processes to Reinforce CX

Creating an Experience Oriented Culture

3.1 Defining the Behaviors of an Experience Oriented Organization

3.2 Diagnosing Cultural Barriers to Customer Centricity

3.3 Shaping Organizational Norms Through Leadership Behavior

3.4 Reinforcing Customer Focus Through Organizational Rituals

3.5 Measuring and Monitoring Cultural Adoption

Leading Organization Wide CX Adoption

4.1 Building Commitment Across Leadership Levels

4.2 Managing Resistance to Experience Transformation

4.3 Adapting CX Practices Across Different Business Functions

4.4 Building Local CX Ownership Without Losing Organizational Consistency

4.5 Leading Organizational Change Through CX

Sustaining and Evolving the CX Program

5.1 Establishing a Continuous Management Cycle for CX

5.2 Connecting CX Governance, Technology, People, and Processes

5.3 Reviewing CX Capability and Organizational Maturity

5.4 Refreshing the CX Program as Customer and Business Needs Change

5.5 Maintaining Long Term Leadership Commitment to CX

Module 10: Creating An Experience-Oriented Business Culture

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