CX and Co
An organisation experiences itself as departments, budgets and systems. A customer experiences a single continuous thing that either worked or did not. Everything worth fixing live
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An organisation experiences itself as departments, budgets and systems. A customer experiences a single continuous thing that either worked or did not. Everything worth fixing lives in the gap between those two views.
Start with the mismatch, because almost every other problem grows out of it. Inside an organisation, work is divided so it can be managed. There is a team for sales, a team for onboarding, a team for billing, a team for complaints, and each has its own targets, its own systems and its own idea of where its job stops. From the inside this looks orderly. From the outside it is invisible. A customer does not know your structure and has no reason to learn it. They asked for one thing, and they are waiting to see whether they get it. The division of labour is your problem to manage, not theirs to navigate.
So the seams do not exist for the customer until they fail. Then they exist very loudly. The form that has to be filled in again because the second team cannot see the first team's record. The promise made at the point of sale that the delivery team never heard about. The account that is active in one system and pending in another, so the person on the phone insists the problem is not happening while it is plainly happening. None of these are caused by lazy or careless staff. They are caused by the fact that nobody was ever made responsible for the space between two teams, and space with no owner fills up with failure.
Most failures are not inside a team. They are in the space between two of them.
Satisfaction describes a mood. Effort describes a specific thing you can change.
Failure is not the exception in your process. It is a permanent, predictable part of it.