Marybeth D'Souza

We at Deloitte, we do, as I mentioned, kind of through data, we tend to do a number of studies and research that look at the state of customer success. And we're just coming out of with our most recent one where we've interviewed a over 35 leading companies, like leaders from these leading companies around where are they placing their bets? Where are they investing?

And there's five themes that have emerged from them. And I'll just kind of cover them. And you tell me if you want to go over any of them.

And there's five themes that have emerged from them. And I'll just kind of cover them. And you tell me if you want to go over any of them.

And there's five themes that have emerged from them. And I'll just kind of cover them. And you tell me if you want to go over any of them.

The first is that customer success is facing an identity crisis right now. There's been a ton of variation in in what customer success means. And so there's really an opportunity to define what the future is, what the value and differentiated impact is of customer success.

The first is that customer success is facing an identity crisis right now. There's been a ton of variation in in what customer success means. And so there's really an opportunity to define what the future is, what the value and differentiated impact is of customer success.

The first is that customer success is facing an identity crisis right now. There's been a ton of variation in in what customer success means. And so there's really an opportunity to define what the future is, what the value and differentiated impact is of customer success.

The second is that decreased budgets and pressure on efficient growth is forcing customer success leaders to invest in digital capabilities, take advantage of all the technology that's out there and And again, it's not something you can talk about and think about. It has to be done in order to serve a growing customer base.

The second is that decreased budgets and pressure on efficient growth is forcing customer success leaders to invest in digital capabilities, take advantage of all the technology that's out there and And again, it's not something you can talk about and think about. It has to be done in order to serve a growing customer base.

The second is that decreased budgets and pressure on efficient growth is forcing customer success leaders to invest in digital capabilities, take advantage of all the technology that's out there and And again, it's not something you can talk about and think about. It has to be done in order to serve a growing customer base.

The third is that customer success is, as you mentioned, no longer just a team. It's really embedded across the entire go-to-market lifecycle. It's a mindset. It's a capability that organizations take to their customers. And so that requires quite a bit of organizational shift and change. The fourth is that customer success teams are... themselves disrupting.

The third is that customer success is, as you mentioned, no longer just a team. It's really embedded across the entire go-to-market lifecycle. It's a mindset. It's a capability that organizations take to their customers. And so that requires quite a bit of organizational shift and change. The fourth is that customer success teams are... themselves disrupting.

The third is that customer success is, as you mentioned, no longer just a team. It's really embedded across the entire go-to-market lifecycle. It's a mindset. It's a capability that organizations take to their customers. And so that requires quite a bit of organizational shift and change. The fourth is that customer success teams are... themselves disrupting.

And so those that are in customer success roles, individual contributors, managers, or leaders, really like the skills that are needed, how their career paths are, are navigated. Those are changing right now. And there's a huge opportunity from a talent standpoint.

And so those that are in customer success roles, individual contributors, managers, or leaders, really like the skills that are needed, how their career paths are, are navigated. Those are changing right now. And there's a huge opportunity from a talent standpoint.

And so those that are in customer success roles, individual contributors, managers, or leaders, really like the skills that are needed, how their career paths are, are navigated. Those are changing right now. And there's a huge opportunity from a talent standpoint.

And then the fifth, which again, is one of those things that I think we've talked about, but it's like, you know, the, like you need to actually action on it these days is the coordination and collaboration with product and customer success. And that's, The tight integration, like I said, the collaboration is really needed to drive insights and growth in today's environment.

And then the fifth, which again, is one of those things that I think we've talked about, but it's like, you know, the, like you need to actually action on it these days is the coordination and collaboration with product and customer success. And that's, The tight integration, like I said, the collaboration is really needed to drive insights and growth in today's environment.

And then the fifth, which again, is one of those things that I think we've talked about, but it's like, you know, the, like you need to actually action on it these days is the coordination and collaboration with product and customer success. And that's, The tight integration, like I said, the collaboration is really needed to drive insights and growth in today's environment.

So those are the five themes that have emerged in the last couple of months based on our research with some of the leading companies.