Executive Spotlight: Stanley H. Huang, CTO and Co-Founder of Moxo

With a lack of CX knowledge, board members will not be able to embrace the next wave of business that is the digitized and experience-driven economy. Along the way will come misguided investments and a push toward solutions based on faulty customer knowledge.

Stanley H. Huang is the chief technology officer (CTO) and co-founder of Moxo (formerly Moxtra), an American company that provides customer interaction software through automation. He is a seasoned technical visionary with decades of experience in the collaboration industry. At Moxo, Stanley H. Huang manages the entire product lifecycle, from business alignment to service delivery, development, data center operations, and more.

Q: Traditionally, CX roles and responsibilities have been assigned to frontline managers, but with a rapid transition to a highly digitized economy, are we starting to see a shift in how companies approach CX from a leadership perspective? ?

Stanley H. Huang: A rapid shift to a highly digitized economy presents both an emerging CX opportunity and challenge: i.e. the shift to on-demand business modeling, which puts customers at the center of the business, rather than at its peripheries. In this model, customers are the initiator of the service request and employees, equipped with the right tools and technology, have the ability to respond to requests more quickly.

This is the biggest and most recent change that the digitalized economy has brought to businesses, and deserves the attention and involvement of leaders to address it.

For organizations that have already transitioned to customer-centric and on-demand business modeling, continuous monitoring and adjustment of CX strategy is essential to reduce bottlenecks and accelerate business growth. . Overall, your CX is your business.

Q: Along the same lines, what qualities should leaders keep in mind when embracing customer experience as a leadership competency?

Stanley H. Huang: Three qualities come to mind when thinking of strong leadership in CX. The first is to have a thorough understanding of the capabilities of your products and services. A strong leader will always have a deep understanding of their product and service and can anticipate a customer’s questions, as well as future areas for improvement.

The second quality goes from knowledge of the product to knowledge of the customer. Exceptional CX leaders will know their customers inside out. This includes their day-to-day use, the primary use case of the product or service, the context in which they deploy or use the product, and their overall lifecycle for using the product.

A final quality that comes to mind is being able to synthesize that knowledge, categorize it, and translate it into actionable pieces that align with business strategy. When these three qualities come together, you typically get a CX leader who is very passionate, proactive, and able to communicate their value at the operational level, right through to strategic management.

Q: Can companies today improve the customer experience solely through technology investments (such as CRMs or other customer portals), or is it more of a culture shift, initiated by top-down leadership?

Stanley H. Huang: Technology is only one piece of the puzzle. Ultimately, you need top-down leadership and strategic planning to embed customer experience at the heart of your organization. But what starts at the top will require efforts from all departments to recognize experience-minded leaders and to ensure that CX is cross-functional and not siled from various departments.

Once these organizational pillars are in place, leaders can turn to technology investments to enter the operational phase. Once the plan is defined and all departments aligned, select the right technology provider to fill the missing link in your day-to-day operations.

Today, every business has access to technology to deliver a better customer experience, but how you organize and mobilize your business internally will make all the difference in delivering exceptional CX that is ingrained in every element of the business.

Q: What challenges do organizations face or encounter when it comes to prioritizing customer experience? How can they overcome these challenges?

Stanley H. Huang: Organizations will face challenges at two levels: the strategic and operational levels. At the strategy level, companies will have to deal with customer impact – that is, the uncertainty of how customers will react to your CX, which is an inherent risk that leaders must manage. .

To overcome this strategic challenge, it is essential to maintain a high-level overview of how the wave of the digitized economy is changing the landscape of your business. Like it or not, business has already changed and will continue to do so; however, it presents an opportunity to resist or ride that wave towards its destination.

When difficulties arise, it is best to look at other peer companies in your industry. What mistakes did they make along the way? What did they do that was successful? Answering these questions will provide you with a broader perspective to address these challenges and allow you to think out of the box to meet customer needs.

At the operational level, considerable effort is required in all aspects, from processes to culture, from KPIs to team structure. To overcome such a challenge, you need a multidimensional plan that aligns all departments on business modeling, upgrades, product service improvements, workflow processes, etc. In addition to this alignment plan, it’s best to take advantage of new technology that can smooth out any gaps in communication and ensure your team is aligned on the bigger picture. This will increase the teams’ internal agility; When teams become more agile, it creates a smoother CX for customers across all aspects of the business.

Q: How do you approach CX at the boardroom level? Should the CX take an active role in board meetings?

Stanley H. Huang: The risks of ignoring CX can be significant to business performance, but the resulting opportunities can be enormous. But if the board has very little CX knowledge or is not actively involved in CX initiatives, then how can a company say it is customer experience focused?

To ensure that customer experience is embedded in all elements of the business, board members should take an active role in customer experience planning. This ensures that the voice of the customer is included in corporate strategic planning at the highest levels, fosters a top-down experience-driven culture, and demonstrates a broader understanding of CX.

Just because board members aren’t close to the front lines of the business doesn’t mean they need to have a deep understanding of customers. Ultimately, the board is accountable to its customers, as well as the company’s ability to deliver value to them.

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