WorkTango’s Digital Journey: Cracking the Code (Part 2)

  • 10 January 2024
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WorkTango’s Digital Journey: Cracking the Code (Part 2)
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Hi everyone,

As promised, we are back to the 2nd part of this series and things just keep getting more interesting chatting with @dre.heffington, @Laura Rexford & @barbnitke .

Let’s dive right in!

ICYMI - Part 1


Recently, you also introduced a Digital CSM role in your Digital journey.

What inspired the decision? What are some key skills of a Digital CSM that’s important? 

“ Quantity or managing to scale was the major reason for the decision.”


All companies face the issue of limited staffing and resources, so we tend to have to make a pivot to ensure we continue to create exceptional experiences for all multitudes of customers. Effectively managing at scale through digital channels is crucial in achieving this goal. It also works well since it aligns with the kind of experience the customer wants. Customers do the majority of their work digitally - how they purchase, researching on their own, looking for partners who can deliver. That doesn’t change once they become a customer.


“It’s important to think about how we broaden our digital touch and enable them to get what they need, when they need and on their terms, rather than forcing them into models that work really well for us operationally.”


When it comes to some key skills for a Digital CSM, we recommend starting with: 

  • Strategic Thinker: This hire needs to be focused on the long-term goals and vision, not just the immediate tasks, to allow for proactive planning and ensure the programs align with the wider company goals.
  • Data Master: Proficiency in analyzing data and customer trends enables the identification of patterns and opportunities by management track or industry, which will be essential in driving data-driven strategies for continuous improvement.
  • Customer Centric: A deep understanding of customer needs, fosters lasting relationships, drives retention, and fuels advocacy, pivotal in sustaining business growth within the digital landscape.
  • Multi-tasker: This hire would need to possess a high degree of transactive capability to manage a large volume of transactions efficiently and effectively.
  • Decisive: Ability to make rapid decisions and swiftly pivot when necessary is critical. For example, when a tech-touch customer begins consuming excessive time from an ELT member or manager, resulting in increased expenses, it's crucial to have someone who can assess the effort versus the return and adjust strategies promptly.

 _ _ _ 

What would you suggest as a good Digital CSM ratio with customers?


We would recommend a maximum tech-touch ratio of 300 with resource constraints, specifically the absence of a dedicated enablement team for resource creation or campaign management. As the system matures through the standardization of the book of business, collaborative efforts with marketing for targeted messaging, and improvements in the tech stack, this ratio could potentially expand and should be re-evaluated. 

Moreover, we believe product plays a pivotal role in supporting this ratio. Integrating functionalities that simplify customers' tasks is a critical, yet untapped, aspect of the digital strategy that should not be overlooked.



Looking back at your journey, what would you keep the same and what would you do differently, in your process of developing the digital segment again?

“Customers don’t need communication just to have communication.”


  1. Customer Journey Mapping: The often underestimated key, even within our own planning, is that in a tech-touch scenario, customer journey mapping goes beyond a monthly routine; it necessitates a focus on product seasonality, understanding the customer’s needs within each journey stage, and identifying sentiment and adoption gaps that need immediate attention.
  2. Communication: Value vs Noise: Customers don't need constant communication for its own sake; it's crucial to be intentional about content and timing to prevent overwhelming them.
  3. Hire the Perfect Fit: When hiring for your digital CSM role, find someone adept at both expansion and transactions. It proved to be a game-changer to bring in an individual skilled in seamless mass communication with previous SDR/BDR experience, and has been one of our most impactful decisions.
  4. Content is King: Set high standards of excellence for your customers and ensure that your efforts and outcomes are aligned with this goal, minimizing wastage. It's vital that Marketing and CS are intentional about activities with customers to resonate value. Remember, content holds the crown, especially when it offers valuable insights into your product, effectively closing adoption and retention gaps.
  5. Tech Stack Optimization: Continuously assess your tech stack to ensure scalability beyond emails and facilitate easy access for your customers. Consider whether your current tech setup enables in-app communications and journeys, supports community engagement, and provides resources for setting up a comprehensive knowledge base.
  6. Strong Marketing Partnerships: Consistent alignment of OKRs, objectives, and priority mapping between Customer Success and Marketing fosters cross-functional synchronization and helps ensure you are moving together in the same direction. 


As someone new to the DCS world, I've learned a lot about its planning and processes here. In our next and final part, we'll discuss the future of the Digital CSM role and the digital segment as a whole.

Stay tuned for the last part of this series!🔥


As always, the comment section is open for everyone’s thoughts or questions!😃

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