CXMi Self Assessment

Customer experience-centricity

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

A

Seen as secondary to product/service

B

Acknowledged but not invested in

C

Recognised as important for growth

D

Embedded in leadership mindset and culture

E

Actively drives decisions at all levels in leadership mindset and culture

Q2. How are resources allocated to improve CX?

A

No dedicated resources; ad-hoc efforts only

B

Occasional projects, loosely funded

C

Some budget and teams, but siloed by function

D

Resources regularly aligned to customer journeys

E

Dynamically allocated to value streams, tied directly to customer impact

ACM - Attitudes, Capabilties & Methods

Q3. How do you manage customer journeys?

A

Focused on individual transactions/touchpoints

B

Journey maps exist but rarely operationalised

C

Journey maps guide some initiatives

D

Journeys systematically embedded into operations and metrics

E

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

Q4. How empowered are employees to act in the customer’s interest?

A

Limited empowerment; stick to scripts/policies

B

Some discretion, but only at middle management

C

Empowerment exists but uneven across functions

D

Widely empowered with guardrails and support

E

Fully empowered; acting as customer advocates is expected and rewarded

Q5. How is customer behavioural data used in decision-making?

A

Decisions are based on intuition

B

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

C

Diagnostic analytics for selected cases

D

Predictive insights applied across functions

E

Real-time predictive/prescriptive insights drive systematic action

Q6. How does your organisation learn and improve CX?

A

Ad-hoc fixes after complaints

B

Regular surveys, limited follow-through

C

Feedback loops exist for some initiatives

D

Structured continuous improvement and experimentation in place

E

CX outcomes traced back to actions that are data driven

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

A

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

B

AI adoption CX improvement use cases are identified and contextalized

C

AI models are trained in a CX oriented manner

D

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

E

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

Strategic direction

Q8 How is CXM sponsored and owned within your organisation?

A

Limited clarity of ownership — handled ad-hoc across functions

B

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

C

A dedicated CX leader exists but is siloed within one function

D

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

E

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

Q9. How ambitious is your organisation in becoming CX-centric?

A

Minimal – meet only baseline expectations

B

Selective – focus where pressure is highest

C

Moderate – invest where ROI is clear

D

Significant – proactive investment for advantage

E

Transformative – aim to set the benchmark in the sector