22 Many customers Trending challenges will leave your Broken crystal balls The best time to solve a problem? Before customers feel the impact. But when brand after only organizations can’t resolve issues proactively and predictively, they can’t consistently give complex issues the time they deserve. And when agents can’t solve complex issues fast, they risk losing customers (whose expectations for e昀昀ortless, fast 昀椀xes are only increasing). Lengthy SLAs are no longer acceptable. And the need to support OO the growing pace of change in intricate, interdependent systems is complicated by a handful of poor modern architectures and an explosion of data. he C When technology becomes this essential to business operational excellence and topline growth, the potential costs of an experience breakdown are exorbitant. But given the pressure that service and operations teams are under, antiquated experiences— For t technologies, manual processes, and siloed organizational structures are simply no longer enough to keep pace. Sometimes ignorance can be bliss and some will The best CX comes about when the customer is blissfully unaware of the invisible walls separating them from the company’s front, middle, and back o昀케ces. Preempting customers’ problems is a 昀椀ne way to maintain this demarcation, but doing so entails call it quits after a whole host of streamlined processes whose equilibrium can be tough to 昀椀nd. When customers don’t receive the seamless issue resolution that they expect, experience su昀昀ers. Many customers will leave your brand after only a handful of poor experiences—and some will call it quits after just one. just one. The CCO The VP of customer service The LOB GM The COO The CIO