What is a great customer experience?
For many, it is all based on the point at which the customer and company interact. CX’s value is often presented as something that exists beyond the internal workings of a business. Yet when it breaks down, it is rarely because of something that happened externally.
You might think customers don’t notice, but they very much do: 79% of customers expect consistent interactions across departments, yet 55% say it generally feels like they’re communicating with separate departments rather than one company.
A Matter of Translation
This is often the result of a deeper internal misalignment: a failure to translate visions into actions, resulting in unclear goals, unbalanced power structures, unspoken fears, or conflicting incentives.
For instance, the CEO may have a bold, well-articulated ambition, but that mission gets lost as it is passed down the chain. That might be because each function (CX, product, finance, marketing, sales, operations) interprets the vision differently, or there’s no roadmap to take it from big-picture idea to executable actions. Or a company’s CX ambitions might fall down when different departments’ languages, targets and worldviews conflict, creating bias, friction and inertia.
Changing the Power Dynamic
When presented with internal misalignment, the instinct is often to talk about breaking down silos, improving cross-functional collaboration and aligning priorities. Yet removing silos in one place can create new ones elsewhere.
What needs to change is the power dynamic. It is rare to work in an organisation that does not have some sort of imbalance. It could be the result of a merger or acquisition where teams haven’t been integrated properly, a large organisation where political maneuvering is seen as the way to get ahead, or due to a change in circumstance, such as a listing or delisting. Whatever the driver, certain roles and departments usually appear to have more control and influence than others.
Five Steps to Balancing Power
Changing power dynamics does not mean eliminating them, but balancing them. How do you get to that point? By designing governance, collaboration models and leadership forums that channel the right energy.
First, power must be visible. Hidden dynamics are always more corrosive than those out in the open. That includes reducing or abolishing side chats that are more focused on personal agendas than getting to know colleagues. This sort of lobbying can be detrimental to good business.
Second, prioritise diversity. Diverse, multi-disciplinary boards and steering groups keep decision-making inclusive and accountable.
Third, encourage that healthy competition. Leaders need to ensure that where there is internal competition, it is in service of outperforming the market, not one another.
Fourth, democratise data ownership. Fragmented data journeys affect the view of the customer, with different functions believing their version is the whole truth, and we get power struggles. Co-ownership and consistent metrics are critical.
Fifth, invest in internal storytelling. Be clear on why something happened and link it back to what’s in it for your teams by tying outcomes to individual and team goals.
Translating Vision into Execution
To support this rebalancing of power, focus on translation. Organisations need to create shared, cross-functional plans that connect the high-level with the execution,while spelling out each team’s incentives and constraints.
This means building modular roadmaps that feel tangible, flexible, and owned by those expected to deliver. It means establishing regular internal communication rhythms and safe spaces for multidisciplinary teams to check assumptions, surface tensions, and move forward with clarity.
For example, a multinational business was moving from a product focus to being customer-centric. Fragmentation and duplication across assets, channels and regions made the transition more difficult. Strong executive sponsorship and prioritising the development of trust across all regions helped teams translate the new vision into local implementation plans that respected cultural and market realities. The key was in balancing top-down momentum, clarity and excitement with practical realities to successfully execute at a local level.
Sometimes it can be hard to effect such a transformation when you are in the business. Introducing a fresh, external perspective can help walk through what needs to change internally to deliver the level of experience you’re striving to offer.
Rebalance Your Dynamics to Drive CX Excellence
Ultimately, power itself isn’t the enemy. Allowing hidden or unbalanced dynamics to thrive is. When acknowledged and managed, it can become a driver of pace, creativity, and cohesion.
You cannot meet customer expectations if you have not addressed internal issues first. CX is not an external issue; it is one grounded in your culture and operations.
There is certainly a need to have the right systems and tools in place, but if all your efforts go into technical transformation, then all you’ve done is give those in power better technology to entrench their position. What everyone will gain from is a culture that is fully aligned, balances power dynamics and is committed to creating genuine CX excellence.