-Customer Success metrics lack clear ownership and actionable levers. Many CSMs do not have direct control over the outcomes they are measured against, and success narratives are often based on isolated or non-replicable examples rather than scalable processes.
-Microsoft’s increased influence over LinkedIn has led to tighter promotion structures and more limited compensation growth pathways.
-Product value within the LTS portfolio is inconsistent. LinkedIn Learning struggles with perceived differentiation and impact, while Recruiter’s market position relies heavily on legacy dominance rather than clear ongoing innovation or customer value expansion.
-Metric design and performance management frameworks were created without a strong operational understanding of the CSM role, resulting in accountability for outcomes that CSMs cannot directly influence.
-While many CSMs share these concerns, there is limited upward feedback or structured challenge to leadership regarding metric design and role effectiveness, which limits opportunities for meaningful reform. They prefer to lick the boots of senior leaders rather than tell AV and his team how they actually feel and see progress to better, more impactful metrics.
For individuals who are comfortable with high call volumes (10+ customer interactions per week) and performance metrics that are influenced significantly by external factors rather than direct role ownership, LinkedIn LTS Customer Success can be a suitable environment.
