Every ship needs a captain who steers the ship into the right direction based on defined rules. Same, as every customer experience program needs a leader who makes sure that proper set of rules are followed.
Somebody needs to set the rules, and someone definitely takes the lead. The style of doing such is often responsible for the level of goodwill that employees will welcome a customer experience program with, whether in their departments or regional arms of the organization.

The buy-in of employees is extremely important overall, because the customer journey is largely a journey along contact points. Contact points, where it is employees who take the responsibility in day-to-day customer interactions.

The introduction of a governance model hence needs a set of diplomatic skills, as well as good leadership, to lay ground for the professional management of customer experience and improvement programs. But who should be in charge? In the beginning one department takes the lead, with a person or a team in charge of the planning and the day-to-day tasks.

The first question that a governance model has to deal with is the definition of a customer journey from the customer point of view. The customer journey is supposed to be the points of interaction, or contact, between supplier and customer on a time line.