In a continually changing competitive environment, leaders constantly face new challenges and must adapt both the organization and their leadership style to this new environment. Successfully meeting these challenges requires new skills and capabilities that leaders have not needed in the past.
via MIT Sloan
Eighty-one percent of marketing leaders responsible for customer experience (CX) say their companies will mostly or completely compete on the basis of CX in two years. Yet only 22% say their CX efforts have exceeded customer expectations. Reality needs to catch up to aspiration if companies are to realize a customer-centric future.
In a survey of 50 CFOs in the U.S., respondents said one of their biggest concerns about their marketing organization is that CMOs measure in ‘vanity metrics’. The surveyed CFOs concluded that many data points digital marketers use (views, clicks) don’t matter to their ultimate goals.
Companies often say they embrace the concept and are making moves to change, or claim that they are already customer-centric. However, many can’t seem to fully commit to enacting the required operational, procedural and behavioral changes needed to be truly customer-first.
“The solution is to use new technologies to augment rather than replace human activity. The goal is not merely to apply new technologies, but to collectively align the most resourceful people to take on the organization’s most daunting challenges and chase the most compelling business opportunities.”
Our first finding is that storytelling isn’t so much a tactic as a mindset. And by that we mean, we’re all showing up every day to publish e-books, publish blogs, to get it done one day after another—and that’s good. But we find that Leaders and Visionaries really have a sense of purpose that’s much bigger.