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During her three years at Dell EMC, Hendrix has seen the organizational culture evolve from customer-focused to customer obsessed.“

I have seen them take this amazing journey in the last three years… I think the underlying hint of it was probably already there. But now even when we talk about [CX] as a company, we have what we call our strategy cascade, where our leaders are focused on four main pillars of the business. And every leader has customer-focused scores and customer-focused initiatives on their cascade, from Michael [Dell] down to our Vice Chair down to our presidents, all the way down to my working level. They've really built it into our culture. And so it's really easy for me to go do my work, because I can say, ‘here's how it points to the company.’

Still, Dell EMC is a large organization that offers a familiar challenge for many CX practitioners-- organizational silos. Hendrix acknowledges that silos won’t go away anytime soon, but believes that a willingness to ask effective questions across business functions can diminish negative impact on CX. “If I go to a different department, and I say, ‘hey, here's some things that our customers are saying about the department that I'm in, here's some things that our customers are saying that the department you're in. Does that resonate? Have you heard that before?’ And I will tell you nine times out of 10, they say ‘yes.’ And then it's an easy follow up with, ‘how do we work together solve it?’ I think there are very few people who don't want to work across those boundaries. I think most people do. And it's just acknowledging that there is an elephant or gorilla or whatever animal you want to put in the room and just saying it's there. Let's go work with it. And let's go figure out how to work across it.”