Are CCOs a Dying Breed?

If Chief Customer Officers don't make urgent changes to their role they could be going the way of the dodo.

In the B2B world, there's a emerging C-level role that's often overshadowed by its more revenue-focused counterparts. I'm talking about the Chief Customer Officers (CCOs). These are the leaders dedicated to post-sales functions - customer support, success, and sometimes even dipping their toes into account management and implementation/services.

But here's the catch: many CCOs aren't directly tied to the revenue stream. They're the champions of customer satisfaction, the maestros of onboarding, sender of NPS surveys, but when it comes to renewals and upsells, that's often someone else's territory. And in a year as tough as 2024, following on the heels of a brutal 2023, that's a precarious place to be.

Let's face it, if CCOs are perceived as a cost center or, worse, "glorified customer support," they're not going to see the budget or the headcount they need to make a real impact. It's a harsh reality - no budget, no impact. And without impact, well, the writing's on the wall.

So, what's the solution? It's high time CCOs stepped up and took on revenue responsibility for their teams. Imagine a world where Customer Success Managers have renewal targets, where selling services and new products to existing customers isn't just encouraged but expected. And what about bringing the Account Management function under the CCO umbrella? That could be a game-changer, but in my experience they are still separate teams.

Here's the rub: shifting the CCO role from a purely satisfaction and onboarding focus to a revenue-driven one isn't just a good idea - it's survival. Without this shift, CCOs risk being seen as non-essential, their roles marginalized or even phased out. In today's cutthroat business environment, CCOs need to demonstrate that they're not just about keeping customers happy; they're about driving growth.

What about performance metrics? How can we judge success in this expanded CCO role? Historically, we've measured CCOs on customer satisfaction, retention rates, and the efficiency of onboarding processes. But what if we started integrating revenue-based metrics into the mix? Think renewal rates, upsell or cross-sell successes. Suddenly, the CCO's role takes on a whole new dimension. They're not just customer champions; they're revenue (and profit) generators.

This makes their role stickier and more connected to the lifeblood of the business.

However, this shift isn't without its challenges and risks. Overloading CCOs with traditional sales responsibilities could dilute their focus on customer-centric activities. There's also a concern about losing trust with the customer. And let's not forget the internal perception battle. Most Customer Success teams are seen as reactive and tactical. They're often the ones putting out fires, not igniting strategic initiatives. And, many leaders are aware, they're not great at tooting their own horns. Ask most other senior execs what the CCO does and you'll get a bank stare. There's a need for a meaningful shift in how these teams operate and communicate their successes.

In 2024, the role of the Chief Customer Officer is at a crossroads. To remain relevant and strategic, they must evolve from being support-focused to being integral drivers of business growth. This involves aligning customer success with revenue generation and actively demonstrating their contributions to organizational goals. Failure to adapt could spell the end for the CCO as we know it. So, the question isn't just "Are CCOs a dying breed?" but rather, "Are they ready to evolve and thrive?" The answer to this question will shape the future of customer-centric leadership in the corporate world.