 OUR TAKE -
Can Your CCO Push the Red Button?
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Today is the day in which to express your noblest qualities of mind and heart, to do at least one worthy thing which you have long postponed.
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Grenville Kleiser
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Many CRMAdvocate readers are directly affected or directly involved when software doesn't work as expected. One reader last week expressed frustration writing, "I am constantly disappointed in the 'get it in' and inevitable scope creep software development takes on." It seems the Chief Customer Officer (CCO) of many of these organizations does not have veto power to keep dysfunctional software from release.
Another CRMAdvocate reader wrote, "I agree with you that the temptation to add last minute features without proper testing is present in every software organization. As VP, Customer Experience, I am included on all go/no go meetings. I'm also a member of the Change Control Board and Product Lifecycle Meetings. Our Product Management and Development teams are very customer-focused and include the customer perspective at each stage of the lifecycle. They actively search out my perspective."
It seems this organization has respect for the role of the Chief Customer Officer. However, I wonder if this CCO could hit the proverbial "red button" and stop the software development process until the problem is fixed. Most organization may want the CCO to weigh in but how many give their CCO the unilateral power to put a halt to a bad process? See CCO Authority or Influence.
For that matter, shouldn't anyone in the organization who sees a potential customer experience problem have the ability to push the red button? I think so. Do you? What's your take?
Gary Lemke, Publisher
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