Adobe-客户体验转型报告（英文）-2021.03-38正式版-WN4正式版

EXECUTIVE

SUMMARY

CompanieshavehighconfidenceintheirCXtransformations:isthisasignofpositiveprogressormistakenhubris?

Aseamless,customer-centered,advocacy-buildingcustomerexperience(CX)isthepursuitofnearlyeveryenterprise,andtheorganizationalleaderschampioningitarehotonthetrailtogettingthere.ThepastyearhasacceleratedtheneedforCXtransformationandtheoperationalnimblenessitisfoundedon,asdemandformoredigitalexperienceshasincreasedduetopandemicrestrictions.Atthesametime,thematuringpracticesofidentifyingcustomers,managingdata,andprovidingsomelevelofpersonalizedcustomerinteractionshasimprovedindigitalchannels,evenasthedataprivacyandidentitytechnologylandscapechangesyeartoyear.

CompanieswanttobegoodatCX,andmanythinktheyare.Infact,accordingtothisnewresearch,86percentofcompaniesbelievethattheirorganizationsalreadyunderstandandmeettheirmostvaluablecustomers’needs.Butconsumersaren’tsosure.AccordingtoMerkle’srecent

ConsumerSentimentreportin2020

,only35percentofconsumersfeltlikemarketingandadvertisingmettheirneeds.Mostcompaniesareproudofwhatthey’veachieved,butaccordingtocustomers,theystillhavealongwaytogo.WillCXleaders’overconfidencehindertheirabilitytomoveforwardproperly?

WhiletheCXvisionevolves,theabilitytoexecuteandoperationalizeCXinitiativesareanongoingandoftenelusivepursuit.Companies’abilitytooperationalizetheirefforts,whetherthatrelatestoresources,competencies,oracultureofsharedvisionandmeasurement,istheirmostsignificanthurdle.Tomeasurehowcompaniesareprogressing,Merkleconductedasurveyofmorethan800marketingandtechnologyexecutivesintheUSandUKtounderstandtheirperceptions.Merkleexaminedthreeareasoftransformationcriticaltosuccessfulcustomerexperiences:datatransformation,digitaltransformation,andorganizationaltransformation.

Manyofthefindingsseemedoverlyoptimisticandoverconfident,givenconsumerresearch.Thissaid,thegapsanddifferencesintransformationmaturityandprogressprovideaninformativelensonsettingprioritiesforthefuture.

MerkleReport:TheStateofCustomerExperienceTransformation 2

KEY

FINDINGS

90percentofrespondentsclaimthatconsolidatingconsumerprofilesisimperativetotheirorganization,butonlyabouthalfofthemarecurrentlyinvestingtocreatemorepersonalizedandidentity-basedexperiences.

Thebiggestlimitationstousingdataeffectivelyarerelatedtodataquality,expertise,andlackofagilepartnerships.

67percentoforganizationssaytheyhaveimplementedpersonalizationin3-6channelsand73percentuseinsightsfromonechanneltoinformtargetinginothers,butthelevelofmaturityinthatpersonalizationremainsinquestion.

31percentofmarketingandtechnologyleadersbelieveiftheydon’tgetCXtransformationright,theywon’tbearoundin10years,andanother12percentareunsure.Asurprising57percentdonotbelievegettingCXtransformationrightwillendangertheirbusinesslong-term.

86percentstatedthattheirorganizationsalreadyunderstandandmeettheirmostvaluablecustomers’needs,butconsumersdonotagree.

MerkleReport:TheStateofCustomerExperienceTransformation 3

INSIDE

Thisresearchexaminesthreeareasoftransformationcriticaltosuccessfulcustomerexperiences:

Datatransformation

Digitaltransformation

Organizationaltransformation

TheAdaptiveOrganizationDrivesValueinCustomerExperienceTransformation

Conclusion

InsightsfromCustomerExperienceTransformationExperts

Adobe:DataTransformation:TheHiddenOpportunityforBusinessesin2021

AWS:Cloud-enabledDataTransformationDrivesPersonalizedExperiencesatScale

Salesforce:NewBeginnings,NewChallengesandLeadingaPathForwardwithDigitalTransformation

MerkleReport:TheStateofCustomerExperienceTransformation 4

DATA

TRANSFORMATION

THESTATE

OFDATA

TRANSFORMATION

Thedeliveryofgreatcustomerexperiencesisdependentupontheabilitytocollect,understand,andoperationalizeunifieddataacrossalltouchpointsacrossmarketing,sales,commerce,andservice.DatatransformationisfundamentallyattheheartofCXtransformation.

Surveyrespondentsareactivelyinvestingintheirdatatransformationefforts.Resultsshowedthatidentity-basedsolutionswereimportanttocompanies,withmostrespondentsclaimingthatroughlyafifthtoaquarteroftheirmarketinginvestmentswereinidentity.Datahubadoptionwashigh,withapproximatelyhalfofcompanieshavingalreadyadoptedacloud-basedsolutionandthemajorityoftheremainderplanningtowithinthenexttwelvemonths.Executivesoverwhelminglyfoundconsolidatedconsumerprofilestobeveryimportant,althoughnotnearlyasmanybelievedthattheyhadachievedconsolidatedprofilesbroadlyenough.

Whenitcametofindingmeaningfulandvaluableinsightsfromcustomerdata,executivescitedmanychallenges,withthemostchallengingbarriersbeingdifficultyinmaintaininghighdataqualityandlimitedaccessandvisibilitytodata.Barrierstoapplyingautomationviaartificialintelligence(AI)andmachinelearning(ML)weresplitbetweenhavinganintegratedplatform,usingAI/MLinrealtime,andhavingtherightskillstoexecutetheautomation.

Intermsofbenefitsfromdatatransformationefforts,themostimportantwas“makingdata-driven,real-timebusinessdecisionsandprovidingabettercustomerexperience,”althoughrespondentscitedmostbenefitsoftransformationtobeofhighvalue.ITpractitionersweregenerallymoreengagedandconcernedwithachievingdatatransformationbenefitsovertheircolleaguesinmarketingandmarketingtechnology.

Whenitcametosuccessfullyimplementingadataanalyticssolution,havingaccesstotherightpeopleandresourceswascitedasabiggerroadblockthanfinancialobstacles.Forexample,lackofdataandanalyticsexpertise,partnersupport,andgainingconsensusamongstakeholderswerebiggerbarriersthanbudgetorbusinesscase.

MerkleReport:TheStateofCustomerExperienceTransformation 6

THESTATEOF

DATATRANSFORMATION

Companiesarecurrentlyinvestingabout20%ofmarketingtechnologybudgetsinidentity-basedsolutions;respondentsintheUKallocateslightlylessspend.

Whatpercentageofyourmarketingtechnologyspendisallocatedtoidentity-basedsolutions?

38%

UK

US

30%

26%

27%

26%

17%

10%

11%

6%

7%

1%

0%

0to5%

6%to10%

11%to15%

16%to20%

21%to25%Morethan25%

Overall,morethanhalfhave16%-25%oftheirmarketingtechspendallocatedtoidentity-basedsolutions.Thoseinmarketingtendtoallocatelesstoidentity-basedsolutions,especiallythoseintheUK,whilethoseinITtendtoallocatemore.

WeightedAverage%Allocated:

UK

17%

US

20%

MerkleReport:TheStateofCustomerExperienceTransformation

7

THESTATEOF

DATATRANSFORMATION

OrganizationsintheUSareaheadofthoseintheUKwhenitcomestoacquiringdatahubsolutions,predominatelyasaresultofprivacyregulationhurdles.

Haveyouacquiredanyofthefollowingdatahubsolutions?

UK

US

2%

10%

81%

79%

77%

11%

66%

67%

57%

55%

ofrespondentshavealreadymovedtocloud-basedsolutionsand40percentplantowithinthenexttwelvemonths.

84%

alreadyhavetheirexistingCRM/marketingdataonthecloudorplantointhenext6months.

CustomerRelationship CustomerDataPlatform DataManagementPlatform

Management(CRM) (CDP) (DMP)

MerkleReport:TheStateofCustomerExperienceTransformation

8

THESTATEOF

DATATRANSFORMATION

Consolidatedconsumerprofilesareviewedasuniversallyimportant,butonlysomeorganizationshavetakenstepstoconsolidatetheirdata.

Howimportantiscreatingaconsolidatedcustomerprofiletoyourorganization?

Ingeneral,ITputsmore

emphasisonconsolidating

consumerprofiles.

2%

8%

89%

Very/extremelyimportantModeratelyimportantNotatall/slightlyimportant

94%ofthosewithITresponsibilitiesintheUSthinkitisvery/extremelyimportanttoconsolidatecustomerprofiles,whichis6%higherthanmarketingand7%higherthanmartech.

WhichofthefollowingstatementsbestdescribeshowsophisticatedyourCRM/marketingcustomerprofilesaretoday?Weareabletoconsolidate…

59%

64%ofthoseinITstatedthatallCRM/marketingdataisconsolidatedintoasinglecustomerprofile,whichis9%higherthanmarketingand4%higherthanmartech.

33%

7%

AllCRM/marketingdataacross

SomeofourCRM/marketing

OurofflineCRM/marketing

ourorganizationintoasingle,

dataintoanincomplete

dataintoanincompleteprofile

centralizedcustomerprofile

customerprofile

butarenotabletoconsolidate

digitaldatatocreateaunified

customerprofile

MerkleReport:TheStateofCustomerExperienceTransformation

9

THESTATEOF

DATATRANSFORMATION

Dataqualityisthebiggesttechnicalbarrier,butchallengesspecificallywithAI/MLdifferbycountry.

Whichofthefollowingtechnicalbarriersdoesyourorganizationencounterwhentryingtogainmeaningfulinsightsfromyourdata?

Whatisyoursinglebiggestchallengeforautomatingorenhancingmarketingcapabilitiesviaartificialintelligence/machinelearning?

Dataisnotorganizedfor

easierconsumption

Limitedstorage

availability

Currentdataanalytics

processesaretooslow

Understandingwhatdata

ismostimportantto

decisionmakers

Dataintegrationisdifficult

andtimeconsuming

Dataisstoredin

disparatesystems

Limitedaccess/

availability

50%

39%

38%

38%

38%

35%

32%

10%

10%

Unsurehowto

29%

applyAI

Integrated

34%

platformstorun

AImodels

Abilitytodrive

real-time

40%

analytics/ML

Staffskillsets

31%

andbandwidth

23%

23%

UK US

MerkleReport:TheStateofCustomerExperienceTransformation

10

THESTATEOF

DATATRANSFORMATION

Benefitsrealizeddifferbyareaofresponsibility.

Howimportantarethefollowingbenefitswhenitcomestodataandanalytics?(Rankedextremely/veryimportant)

ITMartechMarketing

Amajorityofrespondentscitedallofthesebenefitsofdataandanalyticsasmoderatelytoextremelyimportant,butITrespondentsfeltmorestronglythantheirmarketingcounterpartsastothedegreeofimportance.

Providingabetter

Makingdata-driven,

IncreasingROIfrom

Generatinga

Improving

customerexperience

real-timebusiness

marketingtactics

360-degreeviewof

personalizationin

decisions

thecustomer

marketingoutreach

MerkleReport:TheStateofCustomerExperienceTransformation

11

THESTATEOF

DATATRANSFORMATION

ITtendstohavehigherengagementindatatransformation.

IT Martech Marketing

Allocatingover20%onmarketingtechnology

56%

50%

34%

spendtoidentity-basedsolutions

orplantointhenext6months

89%

82%

81%

ExistingCRM/marketingdatainthecloud

CRM/marketingdatainasingle

64%

58%

55%

centralizedcustomerprofile

Average%viewedbenefitsofdataand

86%

81%

78%

analyticsasextremely/veryimportant

MerkleReport:TheStateofCustomerExperienceTransformation

12

THESTATEOF

DATATRANSFORMATION

Lackofanalyticsexpertiseisthetopbusinesslimitationwhenitcomestoimplementation.

Whichofthefollowingbusinesslimitationsdoesyourorganizationencounterwhenattemptingtoimplementadataandanalyticssolution?

Lackofdataandanalytics

47%

expertiseinternally

46%

Lackanagile

47%

implementationpartnerto

supportchangingbusiness

44%

andtimetomarket

requirements

Gainingconsensusamong

43%

stakeholders

46%

Difficultydevelopinga

39%

compellingbusinesscase

40%

38%

Lackofbudget

30%

Noclearinternal

23%

UK

businessowner

19%

US

ComparedtoITrespondents(38%),martechrespondents(53%)placedagreateremphasisontheirlackofanagileimplementationpartnertosupportchangingbusinessandtime-to-marketrequirements.

MerkleReport:TheStateofCustomerExperienceTransformation

13

DIGITAL

TRANSFORMATION

MerkleReport:TheStateofCustomerExperienceTransformation 14

THESTATE

OFDIGITALTRANSFORMATION

Whiledataisthefoundationfordeliveringacustomer-centricexperience,itishowyoutakeactionuponitthatwillinformcustomers’opinionsofyourbrandandmeetyourbusinessgoals.Withcontinualchangesinconsumerbehaviorandagreaterfocusondigitalchannels,adeepunderstandingofyourcustomeriscriticaltodeliveringgreatcustomerexperiencesandachievingasuccessfultransformation.

Surveyedexecutivesoverwhelminglyfoundpersonalizationtobeveryimportantintransformingdigitalchannels,withrespondentsbelievingthatconsumersfounditsomethingtheyverymuchpreferred.Pastresearchalsoindicatesconsumersappreciatetheeasethatpersonalizationdeliversbutthereisalinebeyondwhichitfeelsinvasive,particularlyamongdifferentagebrackets.Understandingandstrategizingacustomer-centeredapproachwhenundergoingtheseinitiativesiscriticaltoitssuccess.

Mostcompanieshaveimplementedpersonalizationacrossmultiplechannels,withnocompaniesclaimingtobewithoutanypersonalizationatall,althoughwhatconstitutes“personal”isupfordebateanddeservesfurtherdiscussion.Forexample,personalizingthefirstnameofanemailisnolongerconsidered“personalization”intheeyesofmostadvancedmarketers.Mostcompaniesclaimthattheynearlyalwaysuseinsightsfromonechanneltoinfluenceanotherchannel,althoughthedegreeandefficacyoftheseeffortswasnotsurveyed.

Inembarkingontheirdigitaltransformations,respondentstendtostartwithmarketingautomationorwithreal-timeinteractionmanagement/personalization.Advertising,adtech,andmobileweretheleastlikelyplacestogetstarted.Withintheirtransformationjourneys,legacytechnologyandskillsetgapspresentedthehardestchallengesimpedingdigitaltransformation.LegacytechnologywasaparticularstickingpointforITprofessionals,moresothanamongmarketersormarketingtechpractitioners.

MerkleReport:TheStateofCustomerExperienceTransformation 15

THESTATEOF

DIGITALTRANSFORMATION

Organizationsbelievethatcustomerscareaboutpersonalizationandhaveimplementeditintheirtargetingandchannels.

TheUKtendstobebehindtheUSinbothimplementingpersonalizationinchannelsandutilizingitacrosschannels,astheytendtoseepersonalizationaslessimportantandarehinderedbytighterprivacyregulation.

Howmuchdoyouthinkyourcustomerscareaboutpersonalization?

2%

17%

80%

Notatall/ Amoderate Alot/a

alittle amount greatdeal

Howoftendoinsightsfromonechannelinformtargetinginotherchannels?

10%

17%

73%

Never/ Abouthalf Mostofthe

sometimes thetime time/always

Inhowmanychannelshaveyouimplementedpersonalizationintodate?

34%

33%

17%

8%

7%

1%

None

1to2

3to4

5to6

7to8

More

than8

MerkleReport:TheStateofCustomerExperienceTransformation

16

THESTATEOF

DIGITALTRANSFORMATION

Respondentstendtostartwithmarketingautomationorreal-timeintegrationmanagement/personalization,butthisvariesbyareaofresponsibility.

Wheredid/doyouplantostartyourdigitaltransformationefforts?

Marketingautomation

22%

Real-timeinteraction

18%

management/personalization

Analytics

13%

Website

12%

Unifyingcustomerdata

8%

E-commercestorefront

7%

Thoseinmartechandmarketingtendtostarttheirdigitaltransformationwithmarketingautomation,whileITprofessionalstendtofocusmoreonreal-timeinteractionmanagement/personalization.

Customapplications

7%

Mobileapps

7%

Advertising/adtech

6%

MerkleReport:TheStateofCustomerExperienceTransformation

17

THESTATEOF

DIGITALTRANSFORMATION

Legacytechnologyandskillsetgapsarethe#1challengesimpedingdigitaltransformation,butforthoseinIT,legacytechnologyisamoresignificanthurdle.

Pleaserankthefollowingchallengesintheorderinwhichtheyareimpedingyourorganization’sdigitaltransformationefforts.(%ranked#1)

LegacyTechnologybyAreaof

Responsibility

30%

Legacytechnology

26%

24%

23%

Skillsetgaps

22%

Rapidpaceofchange

19%

Companyculture

17%

Siloeddata

16%

IT Martech Marketing

MerkleReport:TheStateofCustomerExperienceTransformation

18

OPERATIONALAGILITY

MerkleReport:TheStateofCustomerExperienceTransformation 19

THESTATEOFORGANIZATIONALTRANSFORMATION

Ourresearchintheareaoforganizationaltransformationshowsprogresstowardthisgoalandalsoopportunitiesforimprovement.

ItmaybethatalackofclearownershipandasingleunifiedvisionofCXtransformationsuccessiscontributingtothemixedresults.Whileallleadershipandteamsmustexecuteonthatvision,theyneedtoalignaroundoneorganizationalownerwhoadvocatesforthecustomertotheenterprise,overseesprogress,andtakesresponsibility(goodorbad)forCXoutcomes.

RespondentsinourresearchweresplitonwhoownsCXwithintheirorganization,withtheCMOorVPofmarketingcontestingforthelead,andtheCIOaclosesecond.Answerscorrelatesomewhatwithwhowasasked:marketingandmartechprofessionalsmoreoftencitedtheCMO,whileITpractitionerstendedtoassigntheCIOwithownership.

Onamorepositivenote,respondentsdemonstratedagenerallystrongunderstandingof,andcollaborationaround,CXKPIs.Still,anotinsignificantpercentageofrespondentshighlightedpotentialtroublespots,suchasmultipledefinitionsofthesamemetric(36percent),differentteamswithdifferentKPIs(35percent),andlackofaclearviewofsuccessacrossinitiatives(27percent).

Lastly,whileresultsthroughoutthisreportdemonstrateastrongcommitmenttoimprovingkeydataanddigitalcapabilitiesthatdriveCXtransformation,respondentsalsoappeartoshowanoverconfidenceintheresultsofthoseefforts.Respondentsratedhighlytheirabilitytomeetcustomerneeds(86percent),andtheirentireorganizations’understandingoftheprofileoftheirmostvaluablecustomers(85percent).However,only35percentofconsumersconfirmthissentiment.

Thisoverconfidencemaybebehindanothersurprisingstatistic:only43percentofourrespondentscorrelatetheirsuccessatCXtransformationwiththeultimatesurvivaloftheirbusinessoverthenexttenyears.Overhalfofrespondentsdon’tseegettingCXrightasaffectingtheirfuturesurvival.PerhapsthesecompaniesbelievethattheyhavealreadysolvedtheirCXtransformationchallengesorthattheircoreproductorservice,sansexperience,isenoughtocutit.

MerkleReport:TheStateofCustomerExperienceTransformation 20

THESTATEOF

ORGANIZATIONALTRANSFORMATION

PerceivedownershipofCXtransformationdiffersdependingupontherespondent’srole.

Whoaretheprimarydepartmentsorleadersatyourcompanywhoown(i.e.,areresponsibleandaccountablefortheresultsof)customer-facingdigitaltransformation?

IT

Martech

Marketing

ChiefMarketingOfficeror

63%

VPMarketing

73%

68%

63%

ChiefInformationOfficer

56%

54%

54%

50%

51%

49%

49%

31%

51%

27%

26%

ChiefDigitalOfficer

E-commerce

28%

ChiefMarketing

Chief

ChiefDigital

E-commerce

OfficerorVP

Information

Officer

Marketing

Officer

MerkleReport:TheStateofCustomerExperienceTransformation

21

THESTATEOF

ORGANIZATIONALTRANSFORMATION

OnlyhalfofteamsarealignedoncoreKPIsandmetricsacrosstheirorganizations.

Teamsworktogethertoalignonacoreset

ofKPIs

Weunderstandtheconnectionbetween

individualcampaignsuccessandouroverall

marketingperformance

Wehavecleardefinitionsforeachmetric

Reportsanswerourbusinessquestions

Therearemultipledefinitionsofthesame

metricwithintheorganization

EachteamusesitsownKPIs

It’sdifficulttogetaclearviewofsuccess

acrossourinitiatives

Reportsdonotanswerbusinessquestions

22%

23%

47%

50%

45%

49%

46%

47%

36%

40%

37%

36%

33%

35%

31%

27%

UK US

MerkleReport:TheStateofCustomerExperienceTransformation

22

THESTATEOF

ORGANIZATIONALTRANSFORMATION

Sales,transaction,andwebsitedataarethemostusedtomodelLTV,butthoseinITtendtousetransactiondatamore.

Doyouuseanyofthefollowingdatatomodelcustomerlifetimevalue(LTV)?

TransactionalDatabyAreaof

Responsibility

68%

Salesdata

60%

56%

55%

Transactiondata

60%

Websitedata

57%

Customersurvey

49%

scores

Orderhistory

47%

Sentimentdata

31%

IT Martech Marketing

MerkleReport:TheStateofCustomerExperienceTransformation

23

THESTATEOF

ORGANIZATIONALTRANSFORMATION

Thevastmajorityofleadersbelievetheyknowandmeettheneedsoftheircustomer,butcustomersdisagree.

Over31percentofbrandsthinkiftheydon’tgetcustomerexperiencetransformationright,theywon’tsurvive.

believeiftheydon’tget

customerexperience

31% right,theywon’tbe

aroundin10years.

Another12percent

areunsure.

thinktheexperiencesthey’re

thinktheirentireorganization

86%

deliveringtotheircustomers

85%

understandstheprofileoftheirmost

meettheirneeds.

valuablecustomer.

Only73%ofUSmarketing

departmentsbelievethis.

MerkleReport:TheStateofCustomerExperienceTransformation

24

THEADAPTIVEORGANIZATION

DRIVESVALUE

INCUSTOMER

EXPERIENCETRANSFORMATION

Merkle’sresearchhasrevealedasizeablegapbetweenthesignificanceofcustomerexperience(CX)transformationamongmostcompaniesandtheimpacttheireffortsultimatelyhaveonbrandsentimentandbusinessoutcomes.

Behindthatgap,asthisandamanypreviousstudieshaverevealed,arekeyorganizationalhurdles–roadblocksthathavemoretodowithacompany’sfundamentalapproachandoperationalmindsetaroundtransformationthantheresources,capabilities,andtechnologiesitrequires.

Infact,itisanover-emphasisontechnologythatfrequentlyleadscompaniestounderestimatetheconsiderableorganizationalchangestheymustachievetomeettheirCXtransformationambitions.Asaresult,brandsoftenviewsuchchangesassimplyatasktheymustdo,ratherthanapaththeymustconstantlymap,travel,andnavigate.

MerkleReport:TheStateofCustomerExperienceTransformation 25

“Doing”digitalisnotatallthesameas“being”digital–aprocessofcontinuoustransformationthatrequires,atitscore,theabilitytobalanceandre-balancebusinessandoperationalstrategies,rapidlyandrepeatedly,againstever-acceleratingchangesinconsumerattitudesandbehaviors.As2020hascertainlytaughtusall,consumeruncertaintyloomslargeacrossourindustry’slandscape,whetherbornofahealthcrisis,financialdownturn,socialupheaval,orotheradversity.ThisdisruptioncreatesapressingspecterofundesirableoutcomesforCMOsandCXOswhocannotanticipatetomorrow’schangingmarketsandcustomers’needs,orwon’tarmtheirorganizationswithsupportforconstant,acceleratingchange.

Ontheotherhand,CMOsandCXOswhothriveinthefaceofthisuncertaintynotonlybringalaser-likefocustocustomerobsession,theyorient(andcontinuouslyre-orient)theirorganizationsandoperationsaroundthisnorthstar–notaroundanypre-definedstructures,systems,processes,andcorecapabilitiesthatcandeliverit.

Thisishardwork.Andittakesmorethanjustafewagileteamsworkingundertheradarinafasterandmoreefficientway.Itrequiresadaptivenessattheenterpriselevel,whereallthefunctionsrequiredtodeliverthedesiredcustomerexperiencearefunctioningasaconnectedecosystem,andthebusinessisalignedtodeliverthis.Itrequiresabusinesstoharmonizewhatareoftendisparatefunctions,changinghowpeopleworkanddrivingoutputsthatmatter–morequicklyandcollaboratively.

It’sagooddealofworkthatcomeswithagreatmanyrewards:adaptiveorganizationsgrow3.2xfasterthantheindustryaverageandcansustaincompetitiveadvantagethroughacultureofgrowth.Afoundationofagilitypairedwithafocusonmarket,technology,andorganizationaladaptivenesscanenableproductandmarketingorganizationstoskatetowherethepuckisgoingandgrowbetterpreparedtoimprovecustomeroutcomes.

Thisfuturestate,however,isn’tsomethingthatjusthappens;it’ssomethingCMOsandotherleadersmustactivelycreate.Toshowhow,the

2021CustomerExperienceImperatives

providesahigh-levelroadmaptobuildingoperationaladaptiveness.

Whatwewishtoemphasizehere,though–andwhatthisresearchhasrevealed–isthatbrandsmuststartdownthatroadwithawell-defined,company-widecommitmenttothisenduringeffort.Theremustbeaclear-eyedreckoningamongCEOs,CMOs,andotherleadersthattherearenoshortcutstoCXsuccess;beingadaptiveiscriticaltothesuccessofC