Score

CXMi Self Assessment

Seen as secondary to your product/service offering

Embedded in leadership mindset and culture

Actively drives decisions at all levels in leadership and culture

To what extent is CX seen as a differentiator across the organisation?

No dedicated resources; ad-hoc efforts only

Some budget and teams, but siloed by function

Resources regularly aligned to customer journeys

Dynamically allocated to value streams, tied directly to customer impact

How strongly is customer experience represented in your executive agenda?

Focused on individual transactions/touchpoints/channels

Journey maps exist but rarely operationalised

Journeys systematically embedded into operations and metrics

Journey based value streams are organising principle across governance, KPIs, and design

How do you manage customer journeys?

Limited empowerment; stick to scripts/ company policy

Some discretion, but only at middle management

Empowerment exists but uneven across functions

Widely empowered with guardrails and support

Fully empowered; acting as customer advocates is expected and rewarded

How empowered are employees to act in the customer’s interest?

Decisions are based on intuition or we just copy the competition

Basic reporting looking backwards (e.g., NPS/CSAT) only

Predictive insights applied; Looking ahead

Real-time predictive/prescriptive insights drive systematic action

How is customer behavioural data used in decision-making?

Regular surveys, though limited follow-through

Feedback loops exist for some initiatives

Structured continuous improvement and experimentation in place

CX outcomes traced back to actions that are data driven

How does your organisation learn and improve CX?

Limited AI adoption — basic automation exists but is disconnected from human service

AI improvement CX use cases are identified and contextualized

AI models are trained in a CX oriented manner

Integrated adoption — AI and human collaboration embedded across journeys with clear trust and handoff mechanisms

Systematic adoption — orchestrated AI–human participation is harmonized based on context, trusted by users and seen as a driver of competitive differentiation

Q7 How is AI and human participation balanced in delivering customer experience?

Limited clarity of ownership — handled ad-hoc across functions

A manager owns it part-time, without authority to influence other areas

A dedicated CX leader exists within one function like marketing or customer service

A cross-functional CX leader with budget and governance exists, reporting into senior leadership

Sponsored by an executive/board-level CXO role (e.g. Chief Customer/Experience Officer) with enterprise-wide accountability

Q8 How is CXM sponsored and owned within your organisation?

Minimal – meet only baseline expectations

Selective – focus where pressure is highest

Significant – proactive investment for advantage

CXMi Self Assessment

Q1. To what extent is CX seen as a differentiator across you organisation?

Q2. How are resources allocated to improve CX?