The competitive edge you could be overlooking?

An often-overlooked competitive advantage in business isn’t your technology stack, market share, or even your talent pipeline—it’s your leadership team’s customer obsession. 

As someone who recently merged marketing, customer success, and renewals under one umbrella, I’ve experienced how customer obsession can transform an organization.  

However, from the C-suite to entry-level roles, we’re all navigating complex responsibilities, deadlines and metrics. These competing priorities make it easy to lose sight of what truly matters to the business: the customers who make our work possible. By putting customers at the heart of every decision, regardless of the role, you establish a foundation that naturally delivers results. This is why it is so important for executive teams to champion this customer obsession perspective—it empowers everyone else to do the same! 

Customer-focused leadership leads to customer-centric goals which leads to a truly customer-obsessed company culture.  

What customer-focused executive leadership teams do differently 

What does customer obsession look like in practice? The processes vary based on role as leaders address their own areas of focus, but here are a few examples to get the wheels turning. Customer-focused executive leaders: 

• Spend significant time with customers—not just with friendly references or during sales calls, but with frustrated users and lost accounts 

• Create direct feedback channels that bypass typical corporate filters 

• Measure what matters to customers, not just what’s easy to track internally 

• Reward employees who advocate for customer needs, even when those needs create short-term challenges 

These behaviors signal unmistakably to everyone—from frontline employees to fellow executive leaders—that the customer experience isn’t just another corporate initiative, but the foundation of company culture. 

That all-important ripple effect  

When the entire executive leadership team models customer focus, it spreads throughout the organization. Marketing develops messaging that resonates with actual pain points versus staying laser-focused on internal product features. Product development prioritizes improvements that deliver meaningful value. Support teams receive the resources needed to resolve issues effectively. 

As I mentioned, I’ve experienced this transformation myself. After integrating customer success with marketing and renewals, we gained truly mind-blowing insight into the complete customer journey. This unified view enabled us to identify friction points that were all but invisible when these functions operated in silos. 

Organizations with customer-centric leadership consistently outperform peers in customer satisfaction, retention and lifetime value. Executive leaders who prioritize customer needs create an environment where employees feel empowered to advocate for those same needs—they set the tone for the entire company culture. 

Practical steps on the way to customer centricity 

Becoming truly customer-focused requires more than good intentions. I’ll admit it, this is a big shift. It could even mean making serious changes in how the company gathers, analyzes and acts on customer feedback. So, yes, it can feel daunting but take it from me, it’s very doable and very worth it. 

Here are some practical steps to consider: 

• Revise executive meeting agendas to start with customer insights 

• Implement cross-functional customer journey mapping with executive participation 

• Create direct feedback mechanisms between customers and leadership 

• Redesign incentive structures to reward customer-centric behaviors 

In my experience, customer-focused companies take steps to ensure these practices are part of their leadership approach. They understand that competitive advantage flows from this orientation—not as a happy accident but as a direct consequence. 

The ultimate competitive moat 

Right now, products and services are undergoing rapid commoditization. That’s hard to keep up with, but I believe customer experience is the most defensible competitive advantage. An executive leadership team that understands this can make a massive difference in the company’s competitive positioning. 

Again, this shift extends way beyond the executive team. When employees see that customer satisfaction genuinely matters to company leadership, their engagement and motivation increase dramatically. This alignment creates a (very rewarding!) cycle where employee experience and customer experience reinforce each other, building a competitive moat that rivals will struggle to cross. 

So, let your rivals keep focusing on internal metrics. That moat will keep getting wider as you build something stronger.  

Melissa Puls is the chief marketing officer and SVP of customer success and renewals at Ivanti. 

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