We write here because we suspect that there are many corporate leaders and managers who realize the importance of a deliberate construction of CX excellence in the enterprise but do not know where to start or the building blocks thereafter.
In the most recent issues that we have done, we have been talking about the building of CX culture. We completed that brief with yesterday’s installment.
What’s important to know is that the principle we are going to deal with today is the organizational framework that will make all the other different principles of customer experience SUSTAINABLE in the enterprise.
Without it, CX transformation initiatives will be sporadic and adhoc. They may only last as long as you have one or two particularly passionate individuals in your company. Your CX initiatives may resign when they resign.
What is this principle? It’s CX governance. For today, we will provide two definitions of Corporate governance which we will use in later installments as a basis to build a definition of CX governance.
According to the Institute of Directors South Africa’s King IV report: Corporate governance is:
The exercise of ethical and effective leadership by the governing body towards the achievement of the following governance outcomes: ethical culture; good performance; effective control and legitimacy.
According to Wikipedia.com Corporate governance is:
The mechanisms, processes and relations by which corporations are controlled and directed. Governance structures and principles identify the distribution of rights and responsibilities among different participants in the corporation (such as board of directors, managers, shareholders, creditors, auditors, regulators and other stakeholders) and includes the rules and procedures for making decisions in corporate affairs.