Customer relationship management (CRM) has long been a standing function within private sector firms. Any firm that serves a customer base will have some sort of CRM capability. Some firms have robust applications and processes while other firms just have a few customer care staff.
In the public sector, we talk about information resource management (IRM) organizations having the role of "serving the mission". This service responsibility is, by definition, a customer service relationship between the service provider (IRM) and the customer (the mission delivery personnel). Although this is a fairly obvious fact, virtually no IRM organizations (private or public) have a service footing complete with an operational customer relationship management function.
So in the public sector what would this CRM function look like? An Agency CIO could re-organize leadership to introduce a new role: Associate CIO for CRM. The Associate CIO for CRM would have the responsibility for:
- engaging with the customer base (mission personnel)
- understanding their IRM related needs
- understanding their functional and performance requirements, and
- measuring the overall satisfaction of the customer base.
Unlike current IRM organizations where there is virtually no single person responsible for engaging the customer base, this new Associate CIO for CRM would be the one stop shopping point for mission personnel to communicate their needs to the overall IRM machine.
- Who understands my customer base?
- Who measures my customers' satisfaction?
- Who ensures that we are working on high priority customer needs?
- Why do my customers get IRM support on their own (outside of OCIO)?
The Answer: Establish an Associate CIO for CRM, enable that person to staff service-focused personnel to work with the mission customers, and publish the performance measures that are designed and reported by this group.