As your Customer Success organization grows, the need for strategy, programs, data, and automation becomes a priority. CS leaders are responsible for people, processes, and technology, but are quickly becoming overwhelmed with the people side of the business. There just isn’t capacity to manage the process and technology needed day-to-day, necessitating the evolution of Customer Success Operations.
In much the same way that the Sales organization has solved for the operationalization of process and technology, so has the time come for the Customer Success organization to solve the challenge. Most CS Operations teams and roles start with the tactical tasks of gathering and analyzing data, producing reports, and managing the hodge-podge of technologies that make up the existing CS tech stack.
CS Operations must evolve into more than technology administration. The mature CS Ops Manager serves as the trusted advisor to Customer Success leadership – the CSM to the CS organization, if you will.
The CS Operations team should strategize how best to move the CS organization to their desired outcomes, translating that into programs and change management strategies that minimize the change curve and expedite time to value. At the same time, the CS Ops team needs to develop and deploy a coherent technology strategy that minimizes moving parts and maximizes data outputs to inform CS leadership in making data-driven decisions.
While our original Customer Success Maturity Model & Assessment measures the health and maturity of the functional components of Customer Success as a whole, its focus is not on Operations capabilities alone. We identified the need for a narrower focus on CS Ops to support this quickly growing function within the Customer Success industry.
The ESG Customer Success Operations Maturity Model is a framework we’ve built by aggregating findings from interviews with CS Operations leaders, our learnings from best-in-class CS research firms like TSIA, and the participation of dozens of CS friends, consultants, and our customers – some of whom represent the most mature CS organizations in the world.
Through our research, we’ve identified 15 key capabilities mapped across three categories: what are the capabilities required to 1. Build a CS Operations function, then 2. Operationalize that foundation, and last 3. Transform this critical function to scale and drive results for the Customer Success organization.
The ESG CS Ops Maturity Model maps 60 data points in 15 key capabilities, providing a granular view into organizational performance and enriched insights into the challenges hindering your operational excellence today. From Organization Design & Structure, Metrics & Reporting, and Tooling, to VoC, Digital, Capacity & ROI, through Data-Driven Decisions, the CS Ops Maturity Model will evaluate your readiness and define gaps in taking your CS Ops organization to the highest levels of maturity.
How do you stack up? The ESG Customer Success Operations Maturity Assessment can serve as a benchmarking exercise among your peers. Our benchmark data can help you understand if you are ahead or behind the curve.
The devil is in the details! Companies that have developed Customer Health Scores yield an average of a 4 point increase in CSAT and a ten point increase in Expansion Rate. (TSIA, 2022)
Specialization is key. Companies with dedicated CS Data Scientists/Analysts see significant impact to ten critical CS dimensions, including Expansion Rate, CSM Ratios, time-saving Automation, and customer sentiment scores.