Flexibility is one of the most critical skills for CX leaders to develop and leverage. Agility measures how well an individual or organization responds to change, and agile organizations can adapt quickly in the face of change and thrive in the knowledge economy.
We’ve seen a rapid rise in organizations formalizing their swiftness programs through prioritization exercises with potential investments against intended outcomes in recent years. Most agility programs are built on lean management and continuous improvement of Technology. This can result in highly flexible organizations but agile at the expense of efficiency.
Solving for customers' success and economic value is at once more complicated than it ever has been and less relevant than it has ever been. Organizations have to be able to handle change to thrive amidst a complex world where anyone's decision could have profound effects on global markets. Facing those realities, their challenge is to build swiftness into the practice of their team and their organization as a whole.
Building Agility into the Organization
This is a state of being characterized by the ability to adapt and change rapidly in response to new Technology, and unanticipated circumstances. Agile organizations can pivot in response to customer demand in training and market forces instead of simply reacting when possibilities become dire. Individual members of an agile organization can adapt to training and respond instead of being tied up in the long-term consequences of a decision.
This cannot be taught, but it can be developed through practice, and organized swiftness is developed through the support productivity of key leaders and cultural norms.
CX leaders must take on the role of parent to their teams, customer satisfaction, and supporting the development and growth of their people’s capabilities. This can be a challenge because many of the people who would make great CX may not have the skills or experience to be the most effective in bringing productivity.
They also need to pick up where they left off when they were team leaders and embrace their role as a teacher. They can take a facilitative approach and promote learning based on experimentation and failure. This kind of culture encourages creativity and adaptability, making it easier for an organization to remain agile.
CX leaders have to keep their teams focused on the economic value of their work but also supported and inspired. This can be a delicate balance, mainly as they build out their agile infrastructure and affirm their streamlined teams.
They have to balance their own personal and organizational goals with the needs of their team members. They have to communicate those goals so the organization can align its efforts towards them and individuals can understand the purpose they’re serving by performing streamlined work. In doing this, they need to be honest about what they don’t know and how they would like to grow customer satisfaction. This type of honesty cultivates an environment of trust and transparency essential for swiftness.
As the world changes rapidly and new technologies emerge, swiftness becomes essential for economic and organizational success. CX will be at the forefront of this movement, as they are tasked with building an agile organization that can adapt to customer demand while pursuing its own goals.