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 overcome data silos in a regulated environment, CIBC prioritized building internal trust. They proactively brought legal, compliance, and privacy teams together, clearly defining the use case and value of unified data, which was critical for gaining enterprise-wide approval.
By analyzing call transcripts in Medallia, CIBC discovered a friction point for young clients aging out of youth accounts. This insight led to a new "Smart Start" product, which resolved the issue, dropped complaints by 25%, and drove 40% growth in the segment.
By connecting Medallia's CX data with its CRM, CIBC dynamically identifies customers who have had a recent negative interaction. It then suppresses marketing offers to these individuals, prioritizing relationship repair over immediate cross-selling attempts to preserve long-term 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.
To prove financial impact and ensure rigor, CIBC's CX team funds a dedicated data scientist who sits within the central enterprise analytics team. This structure gives them access to enterprise data while building credibility for their ROI models with other departments.