A Title Without Authority Is Theater I used to believe that the companies that established a Chief Customer Officer role in the last 5 years did it for the wrong reasons. Customer retention was simply a cost of acquiring new customers, and a price that was paid for with a check rather than action taken […]
In 2025, most leadership teams thought they’d finally found the solution to their customer experience challenges. Artificial intelligence (AI) promised the scale, velocity, and personalization they needed, and it did so with a favorable impact on costs. Vendors confirmed it. Dashboards were improved. Processes were streamlined. Headcount growth was no longer a worry. By year-end, […]
The Governance Blind Spot That No Framework Could Fix Introduction Most boards did not set out to abandon the concept of consulting in 2025. It crept in. Unremarkably and largely unremarked. Until by the end of the year, a common theme had emerged among both European supervisory boards and American boards: traditional models of consulting […]
Companies must stop discussing customer experience as an abstract concept because it has become essential for business success in 2026. The brand narrative which used to be a marketing promise and set of designed touchpoints for prospect impress has evolved into something different. Customer experience has become something far more operational and far more unforgiving: […]
The customer experience measurement system tracked customer satisfaction levels which customers experienced during their multiple-year interactions. Organizations started using satisfaction scores and surveys and sentiment tracking to measure their performance through these metrics. A satisfied customer, the thinking went, was a loyal customer. The belief which existed in 2026 proved to be incorrect. Customers can […]
Why Static C-Suites Are Failing and How Boards and CEOs Must Redesign Leadership as an Execution System Introduction The leadership structure has proven itself as a dependable organizational asset which has endured for many decades. Organizations constructed their executive teams through the selection of people who brought functional expertise and maintained stable organizational structures and […]
Why Leadership, Governance, and Operating Models Must Be Redesigned in 2026 Introduction For much of the past two decades, strategy has occupied a privileged position in corporate governance. Boards dedicate increasing amounts of time to market positioning and long-term vision development and portfolio logic and growth narrative creation because they believe strategy approval will result […]
Customer Success operated without established operational boundaries throughout multiple years of its business operations. It was important, but rarely decisive. Visible, but not powerful. People appreciate its goals but the program lacks proper evaluation of its actual results. Organizations used Customer Success as a goodwill function which focused on maintaining customer satisfaction and minimizing complaints […]
Why Market Entry Has Become a Governance Problem and How Boards and CEOs Must Redesign Execution to Succeed Introduction Businesses used to view international business expansion as their typical corporate goal. Organizations expand their operations into new geographic areas because they want to achieve small business expansion and market expansion and enhance their corporate position. […]
Most companies do not lose revenue because customers suddenly stop believing in their product. The loss of revenue occurs because customers lose faith in the organization which supports the product. The event occurred without notice during 2025 while it expanded into multiple business sectors at a large magnitude. Leadership teams celebrated their organizational growth achievements, […]