Category Archives: Technology

Transforming Lives One Small Habit at a Time: A Glimpse into ‘Atomic Habits’

Last year was a very difficult and sad year for me and my family, losing my mum and my dad within 7 months of each other. I’m blessed with a wonderful family both here and my sister and her lovely family over in Australia (where my mum and dad also lived).

My sister has always (and is still) a super positive and life affirming person (and loved very much) and she’s always looking how to be more mindful and help others (much like our mum).

I’d been over in Australia last year and the year before visiting to see mum and dad and my sister and she’d mentioned that she was reading Atomic Habits and she loved it. I’d heard of it before and read bits but hadn’t got the book. Well she changed that for me and bought it me for my birthday last year – and what a book.

This compelling book delves into the science of habits, offering actionable insights for individuals looking to reshape their lives through the power of tiny, consistent improvements.

My key takeaways:

(1) The Compound Effect of Small Habits: Clear articulates how minor adjustments and improvements can accumulate over time, leading to significant outcomes. It’s the small habits, compounded daily, that lead to remarkable results. Think compound interest for self growth.

(2) The Four Laws of Behaviour Change: The book introduces a simple yet powerful framework for building good habits and breaking bad ones: make it obvious, make it attractive, make it easy, and make it satisfying.

(3) The Importance of Identity Change: One of the book’s central themes is the idea that true change is identity-based. By focusing on who we wish to become, we can naturally foster habits that align with our desired identity.

(4) Systems Over Goals: Clear argues that focusing on systems rather than goals is the key to long-term success. By improving our systems, we make progress automatic and sustainable.

This is a must read and particularly for professionals in the fast-paced technology sector. “Atomic Habits” offers a roadmap to achieving personal excellence and enhancing productivity. The principles outlined by Clear are not only applicable to personal development but also resonate with organisational growth and efficiency.

Grab yourself a copy now!

 

 

Unveiling the Secrets of Monopoly: A Dive into ‘Zero to One

In the ever-evolving landscape of the technology industry, where innovation is the currency of success, Peter Thiel’s “Zero to One” emerges as a beacon for entrepreneurs and visionaries aiming to carve unique paths in the market. This seminal work, not just a book but a manifesto for innovation, challenges the conventional wisdom of competition and champions the pursuit of creating something new.

My big takeaways…

(1) The Value of Monopolies: Thiel argues that true progress in business comes not from competition, but from creating monopolies – companies achieve success by building unique products that create new markets.

(2) The Power of Vertical Progress: The book distinguishes between horizontal progress (or globalisation) and vertical progress (or technology). Thiel emphasises that going from 0 to 1 (vertical progress) is where the magic happens, creating new and valuable innovations.

(3) The Importance of Founding Teams: The dynamics of the founding team are crucial. Thiel discusses the significance of having a small, tightly-knit group of individuals who share a common vision and complement each other’s skills.

(4) The Start-up Mindset: “Zero to One” offers insights into the mindset required to build a successful start-up. It stresses the importance of having a strong vision and the willingness to pursue bold ideas that go against the grain.

Why ‘Zero to One’ is a Must-Read…

For you and any professionals in the technology sector, especially those in leadership roles like myself, Thiel’s insights provide a fresh perspective on innovation and competition. The book encourages us to think differently about how we approach business strategy and product development, advocating for the creation of value in uncharted territories.

“Zero to One” is more than just a book; it’s a new lens through which to view the potential of our ventures in the technology sector. Whether you’re a budding entrepreneur or a seasoned executive, Thiel’s provocative ideas will inspire you to rethink your approach to business and innovation.

Highly recommended. Click here to grab a copy now.

Evolving Customer Success: The Path Ahead In 2024

The feedback on my last post about the changing landscape of Customer Success was so good to see and it’s clear we’re going through a transformation now. The insights from the community have been invaluable. We’re in a period of some big and need changes for our industry and it’s going to be an exciting 12 months ahead.

A recap on the big insights and changes coming…

1️⃣ : It’s crucial to differentiate between what matters to the economic buyer vs. other stakeholders at our customers. A happy user base is great, but if we’re not hitting the metrics that matter to those who make the renewal decisions, we’re missing the mark.

2️⃣ 2024′ : Focusing on core values and specific metrics is more critical than ever. As we streamline Customer Success roles, we need to redefine our expectations to combat burnout. It’s about working smarter, not harder.

3️⃣ : The conversation has shifted to identifying and improving the outcomes that matter most and providing value there. This is where we can truly demonstrate our value and impact, without overwhelming our teams.

4️⃣ : There’s a growing realisation that being a great CSM isn’t just about technical expertise or sales prowess. It’s about understanding, listening, and responding to customer needs. The role of the CSM is evolving beyond traditional boundaries.

5️⃣ . : In our haste to solve problems, are we losing sight of the customer’s voice? It’s time to refocus on what really matters – understanding and addressing customer needs, not just showcasing our expertise.

Let’s keep this conversation going. How are you planning to navigate these changes in your organisation? What strategies are you adopting to align with the evolving role of Customer Success?

THE Customer Success Book

This is one of the original and still one of the best reads on what customer success is all about, where it came from and why it’s so critical to businesses today – and written by 3 customer success greats, 2 of which I know very well and have had the privilege of meeting and sharing a beer or 2 with…

→ ‘Customer Success: How Innovative Companies Are Reducing Churn and Growing Recurring Revenue’

4 really amazing pearls of wisdom that resonated with me in the book:

👉🏼 1. Building Relationships.
– It’s not just about closing sales. Nurture relationships and trust will sprout, paving the way for customer loyalty.

👉🏼 2. Understanding Customer Journey.
– Know the journey your customers embark on with your product. This empathy drives the customization that ensures customer satisfaction.

👉🏼 3. Proactive Problem-Solving.
– Anticipate potential issues. Be proactive, not reactive. It’s about preventing fires, not just extinguishing them.

👉🏼4. Success is a Culture.
– Imbue every facet of your organization with customer success. It’s not just a department, it’s a culture.

This is a must read for any business leader working with customers in 2024.

Customer Success Has Changed

“Customer Success has changed”

The world has changed and very rapidly over the last few years and our what were “traditional” customer success teams and functions have shifted massively and there’s more change to come.

  1. Burnout was already high but now churn is rising and so are layoffs.
  2. The SaaS model that defined much of the 2010s and early 2020s was predicated upon having access to near-unlimited capital.
  3. Customer Success was already struggling through three distinct crises: Overextended roles, high stress and unrealistic expectations, and previous leniency on metrics.

It’s a wakeup call! We need to think differently and shift:

  1. Streamline Customer Success roles to focus on core value delivery.
  2. Adjust job expectations and provide sufficient support to prevent burnout.
  3. Identify which metrics matter to customers upfront and focus all your energy on driving those to demonstrate the value your solution provides early and often.

We need to start refocusing on customer value and change our thinking and approach.

Empowering Customers: The Key Role of Customer Education in SaaS Success

Introduction:
In the rapidly evolving digital landscape, Software as a Service (SaaS) has emerged as a dominant model, revolutionizing how we interact with software. Central to this transformation is the concept of customer education – a critical element that not only enhances user experience but also drives business growth. In this blog post, we’ll delve into why educating customers is pivotal for SaaS companies and how it shapes the path to success.

Understanding Customer Education in SaaS:
Customer education in SaaS isn’t just about teaching users how to use a product; it’s about empowering them to harness its full potential. This is especially crucial in SaaS, where the subscription-based model and frequent updates necessitate ongoing user learning and adaptation.

The Benefits of Customer Education:
Educated customers are the backbone of SaaS success. They engage more deeply with the software, leading to higher product adoption and satisfaction. Moreover, well-informed users require less support, reducing the burden on customer service teams and fostering a community of loyal, informed advocates.

Strategies for Effective Customer Education:
Creating a robust customer education program involves several key strategies. It’s essential to develop comprehensive and accessible learning materials like tutorials and webinars. Personalizing these experiences to cater to different user segments enhances engagement. Incorporating interactive and engaging content formats keeps the learning process interesting, and regularly updating these materials ensures they remain relevant as the product evolves.

Navigating the Challenges:
Implementing an effective customer education strategy isn’t without its challenges. Catering to diverse learning needs and styles, balancing the depth of information without overwhelming users, and ensuring content remains up-to-date with product changes are all hurdles that need careful navigation.

Learning from the Best:
Looking at industry leaders like Salesforce or HubSpot, we see the profound impact of well-executed customer education strategies. These case studies not only highlight the benefits but also provide a roadmap for others to follow.

Conclusion:
In conclusion, customer education is more than just a value-add; it’s a critical component of the SaaS model. By investing in educating their users, SaaS companies can reap long-term benefits, including enhanced customer satisfaction and business growth. As the SaaS landscape continues to evolve, prioritizing and innovating in customer education will be key to staying ahead.

Strategic Customer Success for Growth: A Guide for CSMs and Business Leaders

Introduction

In the fast-paced world of SaaS and technology, Customer Success Managers (CSMs) are the linchpins of growth. But are you working strategically with your customers, or are you stuck in a reactive loop? This blog post aims to shift your mindset towards a more strategic approach to customer success, driving not just retention but also growth.

Why Strategy Matters in Customer Success

  • Beyond Firefighting – being reactive solves problems but doesn’t drive growth. Strategic planning helps you anticipate customer needs.
  • Alignment with business goals – a strategic approach ensures that your customer success efforts directly contribute to business objectives.

Key elements of strategic Customer Success include:

  1. Customer Segmentation – High-Value vs Low-Value: Not all customers require the same level of attention. Segment them to allocate resources more effectively.
  2. Success Planning – Individualised Roadmaps: Create success plans tailored to each customer segment, outlining milestones and KPIs.

3. Proactive Engagement – Customer Value Review: Regularly review metrics, value being generated and set new goals, ensuring you and your customers are aligned.

4. Risk Identification – Early Warning Systems: Use data analytics to identify accounts that may be at risk of churning.

Implementing Your Strategy

Step 1: Data Gathering – Collect Metrics: Understand customer behaviour through data. Use tools like NPS and CSAT scores as initial indicators.

Step 2: Actionable Insights – Data-Driven Decisions: Use the data to inform your strategic plans.

Step 3: Execution – Team Alignment: Ensure that your team understands the strategy and how to implement it.

Conclusion

Strategic customer success is not just a buzzword; it’s a necessity in today’s competitive market. By focusing on a more strategic approach, CSMs can drive real growth, not just prevent churn. So, take the leap from being a good CSM to a great, strategically-minded one. Your bottom line will thank you.

New Customers Only

“New customers only”…

New Customers Only

… this is a phrase I really don’t like to hear but sadly it’s still widely used in many B2C industries and businesses – including the traditional home TV, phone and internet service providers.

Even as a loyal customer of many years, brand new customers can get significantly bigger discounts with these providers and this doesn’t seem right.

The logic being used feels outdated in 2022 and I’d love to see more companies focusing on delivering value at the right price and keeping customers. I think many of these companies are relying on customers finding it too difficult to leave and move elsewhere but even if that’s true today it won’t be for much longer.

It’s great to see some more niche players coming into the market offering very competitive services – e.g. home internet connections – and at consistent prices (for all customers).

Is it just me or is the idea of doing something in terms of a deal only for new customers, on its way out?

Combined thoughts on “Everything As A Service”

These are some thoughts captured and co-written by Stephen Danelutti and Jason Noble, two long time contributors to the world of Everything As a Service (XaaS) who met again recently. We realised our common background and insights and decided to produce this combined thought piece – hope you enjoy.

Background

We worked at Sony together many years back and only discovered this recently when we met. Funny how our orbits work as people, and then you collide.

We worked in different parts of a division at Sony called DADC, which invented the CD and developed digital content streaming services. This was before iPod, iPhone and Spotify. Stephen has written about that, including a demo: The end of ownership and the rise of usership. This experience was a good precursor to our thinking on Everything as a Service (XaaS).

The as a service iceberg

We met when we both were (and still are) professionally in Customer Success management leadership roles, a function of SaaS companies that is, amongst others, being translated into XaaS. So we are both rather well positioned to talk on this topic.

Stephen is writing an eBook on the subject which you can find out more about here. We decided to use that as a framework (The As a Service Iceberg) for exploring our mutual thoughts. While we divided subtopics up between us, we worked collaboratively throughout to edit and progress in tandem and what you read is very much a joint effort.

 

Everything as a Service (XaaS)

There is a distinction between the purely technological view which is where the term XaaS comes from and the one we refer to in this article. In ours we have jumped from technology to other industries – we have “crossed the chasm”. Essentially we are talking about taking the learnings from the Software as a Service (SaaS) industry and applying it to other industries.

Some examples

SaaS has been around now for a good few years, and we’ve seen other as-a-service philosophies and approaches pop up since – most related to technology (e.g. infrastructure as a service) but there are more and more examples now across all industries. Some great ones include:

  • Mobility and transport – think of an extension of your Oyster card
  • Property – renting plus add-on services and services like airbnb
  • Shopping – home delivery pre-prepared meals
  • Healthcare – shaving services
  • Airlines – yes even some airlines are often monthly subscription
  • Digital content – not just music, but now movies, TV, games and books

It’s not just about what is being delivered, but how it is being delivered – and the level of experience offered that takes these examples into the true as-a-service arena.

In times of crisis, like COVID-19, there is a stronger need to justify new technology services and innovations, and many businesses are looking at rapid return on investments as part of it. We will see a continued development of new as-a-service ideas coming over the coming years that have been accelerated by the need to innovate and change.

The as a service iceberg

1. Customer solutions

This is the outward manifestation of all of the others and is all about solving problems and meeting needs. No longer is something purchased just for its intrinsic value but what it will help a person or organisation achieve. Several sub components or theories support this and some have been around a while:

  • Systems thinking views a system as a cohesive conglomeration of interrelated and interdependent parts and in the case of customer solutions, it represents how products are now increasingly being viewed as tangible goods plus services.
  • Business outcomes management entails identifying, measuring and achieving business outcomes for the customer, often with the help of Customer Success teams (see the next influence).
  • Jobs to be done theory is a framework for understanding customer needs and innovating around them with new offerings.
  • Solution selling is an approach taken by sales teams that incorporates a consultative approach to identifying solutions to best meet a customer’s needs in the most cost efficient way, especially with multiple product offerings.

More elaborated on this in this post: As a Service trend research – customer solutions.

2. Customer success

With the shift to XaaS, the way we interact, work with and deliver to our customers has also evolved. Our customers’ expectations have risen rapidly and we need to focus on what experience they require and want, and also what it is that they are ultimately looking for, in outcome or value terms. The idea from SaaS vendors, that gave rise to customer success, is that they work with customers proactively to drive value and growth for the customer, in turn justifying the vendors offering. The old reactive way was letting the customer figure things out for themselves after the sale. This has been a monumental industry shift and it’s one that is still evolving and maturing. The role of a customer success manager (CSM) is one of the fastest growing roles today as more and more companies understand that it is critical to their own and their customers’ growth and ultimate success.

CSMs are generalists and facilitators, skilled across the business, commercial, technology and product functions. They are uniquely positioned to be able to guide and help customers achieve the outcomes they need, through the (technology) services they acquire. CSM’s act as trusted advisors, facilitators, business and growth consultants, analysts, project and programme managers, even as change managers for their customers.

3. From products to services

This fits alongside the customer solutions view where products play a role in a much wider ecosystem that includes services. It’s not just about technology and technology products, it’s much broader. Having said that, technology does enable this to a far greater degree, see next point. Think about how Apple has taken its iPhone and built an app (and services) ecosystem that serves to add value to Apple hardware and creates new revenue streams for them and third party app developers. These apps are increasingly being sold on a subscription basis which is also interrelated. For the broader context which incorporates service-dominant logic, check out this post: As a Service trend research – products to services.

4. Technology ecosystems

Technology has played a massive part in the shift to as a service. As we’ve seen the rise of technology services over the last 30 years, many more traditional companies (for example content creators and manufacturers) are now working with technology partners, for their technology development and almost outsourcing it. The focus now is about being enabled and empowered to use technology, as opposed to having to own and build it directly. Think of your internal IT department and how that’s changed. They’re now there to help you better utilise technology within the business and integrate with much wider technology ecosystems with external partners.

5. Being data-driven

Collecting data and understanding usage so that it drives greater insight, which in turn drives better products and services, has become a competitive differentiator. Translating this data into meaningful insights is the real challenge that only the leading companies are mastering. Questions like who is using what, how much and to what end, with which outcomes, need answering. You also need to consider where the data is, who can access it and whether this falls within regulatory compliance or not. These are big questions that require a holistic approach. Data science is a growing field that serves this area well and smart as a service companies are investing heavily into building their capabilities in this. A data-driven, decision making culture is also imperative.

6. Customer and user experience

The terms user and customer experience are front and centre now when it comes to technology. This has been driven by the rise of the consumer application ecosystem and high bars being set by companies like Amazon, Netflix and Apple (amongst many others) in how they interact with customers. Customer experience starts from the initial engagement with your customers and potentially through your marketing campaigns and outreaches. It then follows through with onboarding and implementation, project management, delivery, support and more. The challenge is ensuring that you deliver a constant customer experience and that it is specific to that customer (or segment of customers). The key to remember is that not every customer needs, wants or expects the same levels of customer experience.

7. Subscription economics

One of the biggest aspects of the as a service business model is the shift away from one-off payments to recurring payments, or subscription economics. Products and/or services are purchased in this way (on subscription) and sometimes even on an on-demand basis. Especially for B2B firms, this has shifted the financial impact from big capital expenditures upfront (capex) to more manageable on-going operational expenditure over time (opex). Many factors that this model of payment enables, need to be considered. One of the foremost on the vendors side is the emphasis this places on ensuring the customer continues to renew their subscription (not churning) by providing excellent service. For this the customer success managers role is key. Conversely, this makes the model very flexible for customers who can stop payments if they are not receiving any benefit or value. Take a look at this post for some graphics covering other aspects of what makes subscription models successful: Subscription Model Success Factors.

Other examples of where we’re seeing this shift

The shift to as a service as we’ve said started off in the world of technology but we are now seeing it everywhere across all industries. Some great examples include:

  • Gaming – all the big players like Sony and Microsoft have game subscription services, and even Google and Apple are now also in this booming market. From our days back at Sony, this way an area that we both were both closely involved with – the digitisation of content and streaming services.
  • Groceries – this is one to watch. The big supermarkets all have loyalty plans and they know what we like to buy and when. It won’t be long before this data is used to determine what our weekly grocery deliveries should be and we pay for a subscription service and food is just delivered at the frequency we pay for, and best of all most of what is delivered is exactly what we need.
  • Technology – infrastructure as a service, platform as a service and more. With the like of AWS and Azure, we can now “subscribe” to technology services including CPU power and data storage (and the related sub-services) and we can expand or contract our technology operations in response to demand from our own customers (this is all part of the big shift we’ve seen over recent years out to the cloud).

Other considerations

Customer centricity

There’s a lot of talk today about organisations making moves to be more customer centric and it’s something we have spoken and written about many times before (see link here to previous blogs). It boils down to really understanding your customers, as an organisation and being able to be agile and responsive to change as your customers’ needs and requirements change.

From a previous talk Jason did with a firm of VCs, the reason being customer centric is important is not only the obvious – that your customers stay loyal when they have good experiences – but also as our customers keep evolving and changing, so too are the ways that we operationalise that and support those customers.

A great way to think about customer centricity that really resonates with us is – “A business is customer centric when it delivers on-going growing value to and for their customers.”

Business transformation

Becoming an as a service business is not something you can easily tack on, like a plaster. That’s because of the overarching reach of so many of the factors listed above that are required for success. So wholesale transformation is often required for long term success. That doesn’t mean you have to do it all at once – see diagram for different stages and an approach you could take. This is like a product portfolio view of the transformation and tackles it one stage at a time, eventually rolling up into wholesale organisational transformation.

Keep an eye out for more joint blog posts we’ll be working on in the future.

Customer Success leadership as we move into 2019

Copied from a  recent guest blog post that I did recently for Simon Cooper from KUPR Consulting.

2018 sees us well and truly in the age of the customer and we’re seeing more and more organisations rethinking about where their growth comes from and about the right level of investment needed in their customer facing teams (not just Customer Success). Customer Success continues to grow as a way of working, as a discipline and as a new exciting career option – the role of a Customer Success Manager has been the number one advertised job on LinkedIn in a number of different countries around the world.

With this growth, the need for very good Customer Success leadership is becoming more and more critical, to ensure we’re delivering the necessary outcomes for and growing value to our customers.

I’ve worked with and within a number of different technology organisations – both startups and global enterprises – and each has its own unique challenges and circumstances but with a number of common key themes.

Why is being customer centric important at the leadership level you might ask?

It’s not only the obvious, i.e. that your customers stay loyal when they have good experiences and when product and sales are delivering on our promises, but also as our customers keep evolving and changing, so too are the ways that we operationalise this and how we support our customers. You become customer centric when you deliver on-going growing value to and for your customers.

But it’s not just about having a Customer Success team and having Customer Success managers in our companies. Having a Customer Success leader gives you:

  • Visibility – to see what is happening to your customers
  • Clarity – to understand the changes when a prospect becomes a customer
  • Balance of power – the third pillar for focus (alongside sales and operations)
  • Sales focus – sales focused on new business with no customer distractions
  • Feedback – understanding what is really happening outside of the business
  • Signalling – that critical external messaging that we are customer centric

I had the privilege of co-hosting a webinar recently with Jason Whitehead (the CEO and Founder of Tri Tuns) where we talked through some of the key questions around Customer Success leadership. Some of these are covered below – you can also find the webinar recording and details of other ones in this series here.

The challenges today

There are some amazing Customer Success leaders internationally and I’m lucky enough to know a good number of them (and I’ve learnt so much from them) but there are some big challenges that we’re facing. I’m going to look at a number of these now.

(1) Lack of Customer Success experience – it is a new and fast changing area, and there just aren’t leaders around with long track records in this world called Customer Success. That’s not to say there aren’t leaders with solid world class experience in customer facing roles but it can make finding the right person more of a challenge and require a wider search. This can be seen especially when we need more strategic thinking and planning.

(2) Customer and business maturity – the vision of what Customer Success means to a business depends on your own organisation and your specific customers. Sure there are guidelines and principles that are consistent, but our own maturity and stage as a business can and does impact what we want from Customer Success and our Customer Success leader on day one or even day 501. We may be in a stage where our Customer Success team are acting as firefighters in a more reactive position than driving new value and outcomes with customers more proactively, and the key is understanding this and where we are now. The maturity of our customers is also important to understand and by this I mean where they are in their own stage of growth, their overall adoption of new technology services and their expectations from our services.

(3) Investment being made into sales not Customer Success – for a lot of businesses, sales (in terms of new business) is still (seen as) the main growth engine and not the existing customer base. As businesses grow and expand and extend their services and offerings this is changing but it requires a shift in mindset for our CEOs and founders. This investment includes our Customer Success leader, our Customer Success managers (with different levels of experience) and potentially other Customer Success roles.

(4) Expectations for industry specific knowledge – this continues to be a growing challenge where organisations are looking through multiple lenses when hiring their Customer Success leader and looking for very specific industry and even technology experience, as well as solid experience in Customer Success and other customer facing roles. Many Customer Success leaders are amazing business generalists, and well skilled in working well in many different industry verticals and with broad (rather than deep) technical skills. 

(5) Short tenures – a number of the challenges above mean that many Customer Success leaders have had to move around in different organisations and whilst this has given a solid benefit of broad experience it can be seen as an issue. I’d always encourage good conversations with my Customer Success leader candidates to understand the drivers behind different positions and moves, and not simply put this as a blocker (which it often is).

(6) Are we a customer centric business? I don’t believe there are organisations who would say that they weren’t all about their customers but without the necessary customer focus and thinking at a strategic level, our Customer Success leader and team will not function and deliver as we need them to.

What makes a great Customer Success leader?

There are three traits that I believe are critical in great Customer Success leaders and strangely enough these are the same three traits I look for in new Customer Success managers joining my teams:

  1. Passion – a level of drive and motivation about your values and Customer Success
  2. Empathy – for customers and their teams and companies
  3. Broad technology and industry experience – broad not deep

Yes these are quite broad but they are at the essence of what Customer Success is. The last one I really like, as I think the breadth of experience in multiple customer facing roles and with different companies and technologies is a differentiator. You need to understand the bigger picture with your customers and where you and your company’s service and/or technology fit in.

A couple of other important things to add are:

  • Experience growing and scaling teams and businesses
  • Customer focus (of course)
  • Being bold – you’ll need to try new ideas and influence change
  • Being agile and not averse to change (or managing change)
  • A like for processes is a must have – you’ll have to define and build new frameworks and ways of working (and these have to keep evolving as your customers do)
  • You are the ultimate voice of the customer – and that can be a lonely place but you need to be there and you need to bring the customer (voice of and feedback) into every meeting
  • When you start, go and meet (all) your customers – hear what they’ve got to say
  • And Customer Success leaders often also take on responsibility for certain key accounts and there is no better way to learn

Does the title matter?

Yes and no. It really depends on the organisation and titles can and do vary. You may be head of Customer Success, director of Customer Success, VP of Customer Success or even the new chief customer officer (which as the newest member of the C-suite I’m happy to report that we’re continuing to see more appointments of this level).

Customer leadership is often the missing piece when companies look to be more customer centric – irrespective of the title, the role is all about increasing customer value and bringing the customer conversation to the board level. You need to be ultimately responsible for your company’s customer relationships.

Are there any differences in Customer Success leadership globally?

On the whole no – you need the same core skills, core traits and type of customer focused experience, and you will be working to and driving a similar vision and approach. There are of course the more subtle (or not) cultural differences and as you grow and expand the teams and regions you work in, you need to be very conscious of these – both for your teams and your customers.

Local language is so important as well – look at Europe as a great of example of this. I’m always a fan of having local language people in the local region to help drive value and better outcomes for my customers.

I always talk about differences with the likes of NPS and this is a good example I think of where you, as a Customer Success leader, need to be aware of potential cultural differences. We all know that only a 9 or 10 rating on an NPS results in it being classed as a promoter. Our US based friends and colleagues might often give 9’s or 10’s as ratings but in the UK – and I hope I’m not generalising – 9 or 10 is better than excellent and very, very rarely happens. That’s like 100% in an exam. A 7 could be a very good score but that only means your passive in the world of NPS. This changes how you might view the scores that you get, and where your true baseline is.

You are the voice of the customer

We all know that our customers are already talking to other customers and future prospects, – I want them to say the right thing!

It’s critical to build and to lead a voice of the customer programme. You, as the Customer Success leader, need to be constantly and consistently listening to and hearing what your customers are saying and then empowering your teams and companies to take actions.

There is a huge ROI in finding out what went wrong (and yes things always do go wrong) and fixing it and letting our customers know we’ve listened and what we’ve done.

Where do I find them?

I’m going to close off this blog post with this final point. We all know that Customer Success as its own separate formal discipline is relatively new and so, by definition, they aren’t many people with many years experience in the actual role itself. But that’s not to say that there aren’t some amazing Customer Success leaders in the industry around the world. Many come from other customer facing roles and even from multiple customer facing roles (and leadership roles). Some great examples include customer support, professional services and consulting, project management, service delivery, account management and sales roles. All of these roles bring some fantastic experience with them – from building and growing customer relationships, delivering value and outcomes, and handling difficult and challenging customer conversations.