Before discussing reporting structures, let’s start with the functions we believe should be present in an excellent corporate NPS team. Here are some of the most important:

• Data sourcing and analytics: Until recently this meant customer surveys, double-blind benchmark surveys, and developing the insights and recommendations from such data. That’s no longer enough. You’ll need to bring in financial and operational data, at the very least, both to prioritize improvements and to monitor progress.
• Communication: All senior leaders, including those on the NPS team, need to be able to communication insights and priorities effectively both inside and outside the company.
• Action management: The NPS team leader needs one or more trained project managers who will lead improvement work that crosses company businesses and functions.
• Training: Designing and / or selecting, implementing and constantly improving customer experience training for all levels of the company ensures adoption of common language and methodologies.
• Coordination of listening posts beyond VOC feedback: If your company does not already have one, we suggest setting up a customer complaints person or team. Start internally by giving employees the ability to let you know about customer complaints.

Reporting structures within the NPS team may be less important that the reporting lines of the team’s top leader. Ideally, the top NPS leader reports directly to the CEO, or at least to someone on the executive leadership team. The Chief of Staff, if one exists, can be a good reporting line, especially given that this role controls agendas and areas of focus. Alignment with sales also works well.

Dotted line or informal reporting relationships with other teams are also important. The NPS program team, supported by its executive sponsor, should educate functional leaders throughout the business, and build an influence-lead cross functional team to recommend CX improvements via their own reporting paths to the executive leadership team.

The diagram below summarizes a structure that we have seen work.

A strong governance and accountability approach can help carry to your program from its beginning to more advanced operations and impact. Be sure your governance team understands that its remit includes continuing engagement with an evolving program over the long haul. Leverage your team to help navigate the challenges of building the data assets you’ll need to practically align your CX efforts to company strategy and outcomes. To get there, download our guide, take our comprehensive training course, or read about the future of NPS.