In brief
Organisational barriers to CX in financial services are holding firms back – even those with the best intentions. In this episode of Competitive CX, the team explains how legacy silos, misaligned KPIs, and internal politics block progress, and what to do instead. From appointing client journey owners to redesigning measurement around real client value, this episode shows how to build client-centric change without waiting for a re-org.
How organisational silos damage client experience in finance
In Episode 4 of Competitive CX, Melanie Aimer, Hamish Taylor, and Adam Grainger explore how entrenched organisational structures undermine even the best CX ambitions in financial services.
While many firms treat poor CX as a tech or process issue, the real root cause is often structural – silos, conflicting KPIs, and legacy hierarchies that reflect internal priorities instead of client needs.
The episode draws on lessons from Procter & Gamble and real-world finance case studies of organisational barriers to CX, offering practical solutions like appointing journey owners, mapping from the client’s perspective, and aligning CX metrics with what clients actually value.
If your firm is serious about transformation, this episode shows how to shift from client-adjacent to truly client-centric – without waiting for a full re-org.
Organisational barriers to CX in financial services
In this discussion, the Competitive CX team tackles a root cause of poor CX in financial services: organisational structure. Despite decades of intent to be client-centric, legacy silos, functional turf wars, and misaligned metrics continue to block progress.
Taylor contrasts his early career at Procter & Gamble, where brand management broke silos, with financial services’ fragmented design.
Grainger explains how structural misalignment – not just outdated tools – is what undermines meaningful change. He encourages leaders to investigate why teams are measured the way they are, questions whether those measures reflect real client value, and recommends aligning CX metrics with client value.
Grainger also poses a challenge to listeners: “What part of your structure does the client have to navigate that they shouldn’t even know exists? Because until we’re ready to answer – and act on – that question, we’re not really client-centric. We’re client-adjacent at best.”
Meanwhile, Aimer introduces practical workarounds to the organisational barriers to CX, such as appointing client journey owners who oversee end-to-end experience and unify cross-team accountability.
The episode closes with suggested catalysts for CX transformation: build cross-functional teams, align KPIs to behaviour, and use data to reveal blind spots.
Key Takeaways
- Organisational silos – not just legacy tech – are a root cause of poor CX.
- Client journey owners can bridge internal divides and drive accountability.
- CX metrics should reflect what clients value – not just internal performance.
- Cross-functional collaboration is essential to delivering seamless client journeys.
- Use data to unify departments and uncover blind spots in persona management.
- Regulation like the UK’s Consumer Duty supports – not hinders – client-centric innovation.
- Being “client-centric” means questioning why clients encounter your structure at all.
If you’re an asset manager, check out Accomplish’s client experience services here.
And if you just found this useful, check out our other podcast episodes designed for financial services professionals:
- Why care about CX?
- What is CX and who should own it?
- Cultures that kick CX down the road.
- Organisational structure gets in the way of CX.
- Incentives that inadvertently deprioritise CX.
- Regulator – friend or foe to CX?
- Technology – enabler or disabler for CX?
- Solving the most common CX complaints.
- Where to start with CX?
Listen to the full recordings on Podbean.
Connect with Hamish Taylor, Melanie Aimer and Adam Grainger on LinkedIn and follow Competitive CX for cutting-edge insights on client experience in finance.
Frequently asked questions
1. What are the main organisational barriers to CX in financial services?
The most common barriers include internal silos, competing KPIs, functional turf wars, and structures that reflect internal operations – not client needs.
2. How do silos impact client experience in finance?
Silos fragment the client journey and create inconsistent service. When departments act in isolation, clients feel the gaps – leading to frustration, inefficiency, and lost trust.
3. What is a client journey owner, and why does it matter?
A client journey owner is someone tasked with overseeing the entire end-to-end experience across functions. In financial services, this role helps bridge internal divides and ensure accountability for outcomes that matter to clients.
4. Can firms improve CX without changing their structure?
Yes. By creating cross-functional linkages and groupings (e.g a Client Committee), aligning CX metrics with client behaviours, and empowering journey owners, firms can drive meaningful change even within legacy structures.
