(*Some of these are purely a result of scaling challenges versus flawed strategy or lack of operational excellence or lack/failure of leadership)
- Process maturity needs improvement (although getting better every year)
- Interaction with Product remains low (eg: Visibility into Product roadmap is low, control over roadmap, quality, schedule is low -- sometimes it feels Product does whatever they want to do, although they remain very customer-centric)
- Only a few account execs are able to establish relationships with execs, have periodic engagement and sell/articulate value -- so CS has to play a larger role (which for learning and development of CS is great but comes in the way of scaling)
- Too much focus on "creating" playbooks versus running the plays (lot of theory, frameworks peddled, but not enough maturity in "making it real")
- That customer success is not just responsibility of one team but everyone is yet to be internalized
- Product support and documentation needs to be improved massively. The knowledge people inside the company have needs to get out so that customers can improve their knowledge/skills
- No concept of LTV/CAC - so they continue to run after customers who are not a good fit, and are a drain on resources.
- Open Office/Hoteling sucks completely.
