We’re back from our summer break with a new Whatif? Wednesday Thought Letter.

Who is responsible for the customer experience? Is it product development that designs the features and unique attributes? Or marketing, which is tasked with branding and promotion? How about sales, which looks to align the solution with customer needs? And let’s remember the crucial role of customer service, which fields queries and resolves ongoing issues, playing a significant part in the customer journey.  While we might answer all the above, the reality in most organizations is that we focus on our siloes and what we are accountable for.

Accountability and responsibility are often misunderstood in today’s business landscape. At the executive level, many leaders are hyper-focused on their accountability, driven by mandates and the high stakes tied to compensation plans. This vertical focus on personal performance frequently overshadows a more holistic approach to collective responsibility—our primary responsibility as executives for the business, the customer experience, and the employee experience.

What’s the cost? When we fixate on vertical accountability, we may unwittingly narrow our perspective, limiting our capacity to see the broader picture. This results in ‘horizontal thinking’ paralysis. Embracing horizontal thinking is crucial. It’s the ability to look beyond our role and objectives and understand how our work impacts the broader business, the customer journey, and the organizational culture.

With horizontal thinking, we can expand the company’s growth potential and avoid neglecting critical customer and employee experience improvements. Embracing collective responsibility prevents this neglect and creates a more meaningful and sustainable customer experience.

A vertical focus on accountability is also detrimental to the employee experience. Leaders operating from this mindset often enforce rigid structures and oversight, cultivating a political environment that hinders collaboration. This can lead to low morale, high turnover, and detract from organizational success. Ironically, when we strive to meet our targets, the broader team can struggle with misaligned goals, feeling disconnected from the larger mission.

The risks associated with a singular focus on accountability are real. Organizations may meet quarterly targets, but long-term growth becomes compromised. When executive leaders are not united in responsibility for the entire customer journey or employee experience, companies miss out on innovation, operational efficiency, and the ability to build resilient cultures.

This is where the shift must happen.

• What if we adopted a collective responsibility mindset in addition to focusing on individual accountability?
• What if we prioritized coalition across teams and departments, fostering collaboration and a customer-centric approach?
• What if this shift in mindset became the key to unlocking better results for both the business and the people who drive it?

Imagine a world where executive teams are first responsible for the overall business. How might that change how we manage the customer experience, internal conflict, and foster innovation?

Next week, we’ll explore the barriers to prioritizing responsibility over accountability and horizontal engagement.

 Let’s unlock better—together.