Bill Staikos: Customer experience needs a role that doesn't stop at finding problems but owns them until they're solved
Writing in CX Network, Staikos argues that customer experience teams that produce findings and hand recommendations off to other departments will lose value over time.
What's happening
In the CX Network article, the person Staikos calls a CX engineer owns a customer problem through to resolution: diagnosing it, designing a new approach, coordinating implementation and measuring the outcome. This person doesn't need to be the deepest expert in every area; knowing enough about technology, data, AI, product, workflow and measurement to work effectively across them is sufficient. Staikos describes leading a roughly 50-person team that combined these capabilities with traditional CX skills at a large financial institution, a recent employer.
Whose desk it lands on
The executive in charge of customer experience. How many people on your team can find a customer problem, and how many can solve it?
Our view
The CX Brief's interpretation, not a claim made by the source.
The recommendation Staikos draws from leading a team at a single financial institution is less about a new job title than about where the customer experience team's work ends. According to Staikos, this focus also changes how the team spends its time: less on debating how many points NPS moved, more on the cause of the problem and whether the change delivered results. That is why the shift starts not with new headcount but with measurement: when a team is measured by the problems it resolves rather than the ones it finds, the role emerges on its own.
