How can you use CX metrics to drive change in your organization?

CX metrics should be divided into 3 categories: 1. VOC: Voice of the customer (NPS, CSAT etc.) 2. VOP: Voice of the process (CES and other operational metrics) 3. VOE: Voice of the employees (ESAT - employee satisfaction / experience) When all of the above 3 are in sync and work in conjunction the organization may become the market leader in delivering superior CX.

Saying "CX is important" without establishing meaningful metrics is a fast way to lose credibility with people you need to get behind the CX effort. Your strategic plan and your customers will steer you on what is most important to measure and monitor. You're building proof points here. Set up your standards and CX governance practices accordingly. Assess from time to time if what you're measuring is the right thing.

The AI here has generated quite a list of measures and there are more. Try to focus down to one (ideally) that is the headline metric for the organization rather than have each team develop their own headline (though they should develop local metrics proven to drive the headline one). The ones that are direct feedback from customers are probably best for the headline (NPS, CSAT, etc). Ones that measure their behavior (CRR, CCR, CLV) are more outcome metrics than organizational rallying cries and are important to track to validate the effort, but may not be as effective as the headline. Operations/process metrics like CES are terrific for driving improvement that will impact the headline.

Use #cx metrics as a conversation starter for your team, not as a policing mechanism. Metrics can either build #CX culture or tear it down. Choose your path carefully.

Awareness of the CX metrics and progress across the entire organization is critical in making CX a focus for all. There are likely to be many teams that don't see CX as their job. Consider tying some portion of compensation to CX performance. It doesn't have to be a high percentage of a team's salary in order to drive awareness and conversation---which may make it easier for teams to commit to. An "outer loop" process for these same teams to provide change opportunities to organzations that can effect change is also critical to maintain their engagement.