Rippling's CEO models a "go and see" culture by personally investigating customer issues down to the chat logs. This top-down behavior sets the standard for the entire company, ensuring even at scale, teams stay deeply connected to the real customer experience to maintain high product quality.

Brands meticulously map the customer journey but often ignore the employee experience. To build a strong culture, apply the same brand principles to every employee touchpoint—from the job offer to their first day—to ensure everyone is aligned and delivering on the brand's promise.

Customer reviews are not just for marketing. A parking company analyzed feedback to optimize employee scheduling, improving service and customer experience. This demonstrates how review data can drive core operational improvements far beyond the marketing department.

To solve misalignment, the company cascaded OKRs from the CEO down. Critically, regional leaders were made 'champions' of key pillars like user acquisition. This gave them ownership and a direct voice in shaping product solutions, turning potentially adversarial relationships into collaborative partnerships.

Truly customer-obsessed leaders don't delegate the definition of key metrics. Like Jeff Bezos specifying how to measure package delivery speed, they personally architect the measurement systems to ensure the entire organization optimizes for what customers actually value.

To operationalize its customer-centric principles, CIBC integrated CX into its enterprise delivery framework. CX team involvement from day one is a formal, mandatory gate for any new client-facing project to receive funding, ensuring consistent, client-focused design.

CIBC drives enterprise-wide focus on customer experience by linking a significant portion of variable compensation for every employee, from the CEO to the frontline, to a 20-metric CX index. This ensures CX is not a siloed function but a shared responsibility.

To ensure brand is a shared responsibility, Ally includes brand health KPIs on the scorecards of the CEO, CFO, and other business leaders. This elevates brand from a marketing concern to a core business objective, fostering cross-functional alignment and accountability.

To demonstrate value, platform teams must explicitly connect contributions to top-line business metrics. Use internal newsletters to show how a new service directly enabled an uplift in a key metric like Net Promoter Score, making the platform's ROI undeniable.