CX LEADERS FORUM EVENT WRAP UP: INSIGHTS FROM EVENT CHAIR ALEXANDER CHRUSZCZ
Outlook: Customer Trust in Fast-Changing Environment
We started the day looking at the current state of play and the outlook for Customer and CX. In earlier years, this would have been dominated by talk of emerging data, technology and platforms. This year, the conversation moved forward – thinking about the implications of changing politics, tech and economics on the customer. In particular, the importance of Trust was called out and the risk that politics, tech and economics increase the chance of customers losing Trust in brands that don’t support them the right way. This has real implications for how we think about the balance between serving customers and supporting business priorities – especially as we start implementing autonomous AI and data-driven tech into CX operations at scale.



Insights: Digital, Data, and AI unlock new capability
With this theme in mind, it was genuinely exciting to then hear great case studies from teams blending mature insight and feedback programs with new approaches and tools. In particular, our access to agile and adaptive AI capabilities is making powerful, actionable insights available at dramatically lower costs and complexity. This also means we’re closer to genuine 1:1 closed-loop feedback so we can understand and respond to individual needs and opportunities. This is a game changer for customer insights and CX – less time needed on tech and process means more focus on turning insight into action and making a difference for customers.



CX in Action: Organisation Culture is the cornerstone
The technology is here, delivering more data and richer insights and making it easier than ever to automate and optimise processes and interactions. The challenge now is for us to make sure this works for the customer. Our experts talked about the fundamental importance of an organisational culture that understands CX and has a customer-first mindset. On a practical level, this means CX strategies need to have the employee at their heart, with training, time and tools to help teams deliver brilliant CX. We need to celebrate success and bring customer stories to life. On a more fundamental level, it means CX leaders have to build deep trust with executive and operational teams that CX is right for them and the organisation. The customer has to always be at the table, and this means continual effort in guiding, stimulating, influencing and challenging – a real blend of leadership skill and art.



Personal takeouts
- Talent! The quality of conversation, the shared experiences, and the innovative thinking were on another level. On the stage, at the tables and in the breakouts, it was inspiring and energising. I felt privileged to be working in this space at this time. I need to stay connected with CX leaders and keep learning.
- Customer Experience is implicitly becoming the engine of brand and commercial growth. Organisations are still adapting, but as data and AI technologies become embedded in consumer and business lives, delivering on CX is becoming the strategic imperative. I’m thinking about the implications of this for organisational design and strategy. Decisions need to be made now so organisations are fit for the future.
- We don’t understand the dynamics of digital, data and AI tech on customer trust. Getting on top of this and having a clear strategy for the brilliant use of new tools in CX is going to be the biggest practical challenge for CX teams. This question resonates. I’ve taken action to work with my team to explore this area in depth – I’m excited about what we’re going to learn.