The chief experience officer (CXO) role can vary a lot from one company to another. Some CXOs focus on marketing, while others may work in customer service or even lead their own independent teams.
Many companies are still hiring their first CXOs, according to a Deloitte Digital study that surveyed 250 CX leaders from various industries. As businesses increasingly use AI for tasks like personalized marketing and automation, the CXO role is shifting heavily towards tech. However, CXOs face challenges in enhancing customer experience due to limited resources and support.
We spoke with Amelia Dunlop, Deloitte Digital’s CXO, to dive deeper into the research and her insights.
What does the current role of a chief experience officer look like?
Dunlop: If you search online, you’ll see quite a variety. Generally, the CXO is the top person in charge of the overall customer experience. They might oversee areas like the contact center or product development, depending on the company. Sometimes, their role is tied to innovation and transformation.
Their responsibilities can differ a lot, too. They might report to a CMO or work alongside one. Regardless of their exact role, they’re meant to influence the entire organization. They report to the CEO or the board, focusing on metrics related to customer experience. They’re also responsible for enhancing the customer journey and resolving any pain points, including managing technology that interacts with customers and shaping the company’s customer-focused vision.
One CXO mentioned feeling like a lone voice for customers in executive meetings.
Dunlop: It’s interesting. There’s that idea of leaving an empty chair at meetings for the customer’s voice. However, the success of a CXO comes when others start representing customer needs too. It’s about fostering a culture where the customer perspective is embedded in decision-making.
How can CXOs drive change without much support?
Dunlop: In the early days, showing the value of better customer experiences is crucial. They often need to focus on measurement and metrics. By demonstrating how improved experiences can positively impact revenue and sales, they can influence more effectively. It’s about telling a data-driven story.
How can technology help CXOs create more genuine and human experiences?
Dunlop: Nowadays, almost every interaction customers have with a company is through technology. The CXO role is developing from human-centered design to ensure that technology ultimately benefits people. We should focus on removing obstacles, whether for customers or employees. It’s about making their experiences smoother, not more complicated.
Why should CXOs pay attention to edge computing?
Dunlop: I was surprised by this finding too, but it makes sense. CXOs always look for ways to enhance experiences. They’re often approached by startups proposing new technologies like voice recognition or sentiment analysis. The goal is to determine if these innovations truly improve customer experiences.
Your report mentions that CXOs should understand blockchain and neuromorphic computing. Why?
Dunlop: This relates back to human-centered design. Just because we have advanced technology doesn’t mean we should use it without considering what customers actually want. It’s essential to balance human needs with technological possibilities.
What advice do you have for CXOs who feel stuck in slow-moving organizations?
Dunlop: I’m an optimist, and I encourage them to keep pushing forward. As technology grows, the role of CXOs becomes more vital. Those who understand both technology and its human impact will be increasingly important. Demonstrating the value of improving customer experiences will always be in demand.
Don Fluckinger is a senior news writer for Informa TechTarget, covering customer experience and digital management.
