For an ISV (Independent Software Vendor) it is everyone’s job to ensure customer success but it is no one person’s job. This is changing. I see more and more companies realizing this challenge and want to do something about it.
Sales is interested in maintaining relationship with customers for revenue purposes and support works with customers in case of product issues and escalations. Product teams behave more like silos when they approach their customers because of their restricted scope and vision. Most chief technology officers are fairly technical and internal facing. Most of them also lack the business context—empathy for true business challenges—of their customers. They are quite passionate about what they do but they invariably end up spending a lot of time in making key product and technical decisions for the company losing sight of much bigger issues that customers might be facing. Most chief strategy officers focus on company’s vision as well as strategy across lines of businesses but while they have strong business acumen they are not customer-centric and lack technical as well as product leadership to understand deep underlying systemic issues.
Traditional ways to measure customer success is through product adoption, customer churn, and customer acquisition but the role of a Chief Customer Success Officer (CCO) extends way beyond that. One of the best ways to watch early signs of market shift is to very closely watch your progressive customers. Working with these customers and watching them will also help you find ways to improve existing product portfolio and add new products, organically or through acquisitions. Participating in sales cycles will help you better understand the competition, pricing points, and most importantly readiness of your field to execute on your sales strategy.
I often get reached out by folks asking what kind of people they should be looking for when they plan to hire a CCO. I tell them to look for the following:
T-shaped: Customer don’t neatly fall into your one line of business and so is your CCO. You are looking for someone who has broad exposure and experince across different functions through his or her previous roles and deep expertise in one domain. The CCO would work across LoBs to ensure customers are getting what they want and help you build a sustainable business. Most T-shaped people I have worked with are fast-learners. They very quickly understand continuously changing business, frame their point of view, and execute by collaborating with people across the organization (the horizontal part of T) due to their past experience and exposure in having worked with/for other functions.
Most likely, someone who has had a spectacular but unusual career path and makes you think, “what role does this person really fit in?” would be the the right person. Another clue: many “general managers” are on this career track.
Business-centric: Customers don’t want technology. They don’t even want products. They want solutions for the business problems they have. This is where a CCO would start with sheer focus on customers’ problems—the true business needs—and use technology as an enabler as opposed to a product. Technology is a means to an end typically referred to as “the business.”
Your CCO should have a business-first mindset with deep expertise in technology to balance what’s viable with what’s feasible. You can start anywhere but I would recommend to focus your search on people who have product as well as strategy background. I believe unless you have managed a product—development, management, or strategy—you can’t really have empathy for what it makes to build something and have customers to use it and complain about it when it doesn’t work for them.
Global: Turns out the world is not flat. Each geographic region is quite different with regards to aptitude and ability of customers to take risk and adopt innovation. Region-specific localization—product, go-to-market, and sales—strategy that factors in local competition and economic climate is crucial for global success of an ISV. The CCO absolutely has to understand intricacies associated with these regions: how they move at different speed, cultural aspects of embracing and adopting innovation, and local competition. The person needs to have exposure and experience across regions and across industries. You do have regional experts and local management but looking across regions to identify trends, opportunities, and pace of innovation by working with customers and help inform overall product, go-to-market, and sales strategy is quite an important role that a CCO will play.
Outsider: Last but not least, I would suggest you to look outside instead of finding someone internally. Hiring someone with a fresh outside-in perspective is crucuial for this role. Thrive for hiring someone who understands the broader market – players, competition, and ecosystem. This is a trait typically found in some leading industry analysts but you are looking for a product person with that level of thought leadership and background without an analyst title.
About the photo: This is a picture of an Everest base camp in Tibet, taken by Joseph Younis. I think of success as a progressive realization of a worthwhile goal.
(Cross-posted @ cloud computing)