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Mindtouch Executive Vice President of Sales Mark Fidelman, writing for Cloudave, identifies Apple Senior Vice President of Worldwide Product Marketing Phillip W. Schiller as the top social Chief Marketing Officer of the Fortune 100.

The label "User experience design" emerged in order to combat the small-mindedness of design for technology that was prevalent in the early 90s. During the technological boom of the last 20 years, with the emergence of the Web, prevalence of computers in all aspects of our lives, and the increasing complexity of the things we are building, "user experience" has been a helpful term in that it continually reminded us to think beyond whatever narrow thing we're considering at the time, and to consider the entire user's experience. And now, in 2012, with Apple, Inc. having the largest market capitalization of any company in the world, and an endless stream of CEOs and pundits talking about the importance of user experience, I suspect the phrase "user experience design" is no longer necessary, and could even be harmful. Harmful because it suggests that the only folks who need to worry about user experience are the designers, when in fact companies need to treat user experience no different than they treat profitability, or corporate culture, or innovation, or anything else that's essential for it's ongoing success. The companies that succeed best in delivering great experience are those that have it as an organization-wide mindset.

Look around any organization and chances are you'll be able to find at least one person whose negative behavior affects the rest of the group to varying degrees. So much so, say two University of Washington researchers, that these "bad apples" are like a

Study highlights the importance of hiring people of good character

The customer-centered company needs to make its products interactive, train its people for co-creative dialogue, redesign its physical places for two-way interactions, and open up the architecture of its digital sites to other processes and content that the company doesn't control. Nike puts a sensor in its shoes that lets runners track their runs and has a web platform where exchange data with others. Starbucks encourages a dialogue across all its stakeholders through the highly popular mystarbucksidea.com website. 3M invites its B2B customersto co-create new products with its R&D people live in their corporate labs. Apple invites third parties to develop new applications for its iPhones, iPads, and iPods. Companies are generally unprepared for this transformation to experience co-creation. Most product development groups continue to design non-interactive products. Company people in call centers and company stores still generally follow company narratives. Most corporate IT departments and suppliers are trained in one-way project-management techniques incompatible with true engagement-platform development. Herein lies the transformational challenge customer experience managers will face as they become customer-experience co-creators.