Customer experience teams aren’t failing because they lack passion, tools, or data. They are failing because, when improvement stalls, they ask the wrong questions.
Not bad questions. Not lazy questions. Familiar questions. Comfortable questions. Questions that keep CX safely in analysis mode while the real issues, i.e., power, priorities, incentives and behavior, go untouched.
If CX feels stuck in your organization, odds are you have asked at least a few of the questions below. They are symptoms of a broken Golden Thread: the disconnect between what leaders say matters, how work actually gets done and what customers experience.
Let’s be blunt about what these questions really mean, how we got here, why it matters and what actually fixes what’s broken.
1. “Are we tracking the right metrics?”
What it really means: We’re hoping that measurement compensates for the lack of action or that a new dashboard will do the work leadership won’t.
How we got here: CX grew up proving its credibility through metrics. Over time, dashboards replaced decisions. Measurement became the work.
Why it matters: Metrics don’t change or fix behavior. Incentives do. Priorities do. Trade-offs do. Decisions do.
How to fix it: If the same incentives, priorities and trade-offs remain, new metrics just give you fresher disappointment. Identify three decisions that must change based on customer insight. If none of them change, stop measuring until leadership is willing to act.
2. “Do we need another survey?”
What it really means: Let’s ask customers again, instead of acting on what they already told us. We don’t trust ourselves to act on what we already know.
How we got here: Listening became safer than doing. Surveys proliferated because they feel objective and low-risk.
Why it matters: Customers have been painfully clear. The bottleneck is not insight. It’s ownership and follow-through. Repeatedly asking for feedback without visible action destroys trust, both internally and externally.
How to fix it: Use the data you already have and are already gathering. Close the loop publicly. Show customers and employees what changed as a result of what they said. Fewer surveys. More consequences.
Dig deeper: Consumers want less digital, more real world from brands in 2026
3. “Is this a CX maturity issue?”
What it really means: Let’s label our failure as “early stage” so that we don’t have to change how we operate. We’re excusing inaction as a phase on the maturity curve.
How we got here: Maturity models turned lack of progress into something polite and non-threatening.
Why it matters: Plenty of “immature” organizations improve CX because leaders actually make different choices. Mature ones stall when leaders hide behind frameworks.
How to fix it: Stop benchmarking against models. Start benchmarking against promises made to customers.
4. “Is this a change management problem?”
What it really means: People don’t adopt what we’re trying to do, so it must be their fault; it must be resistance.
How we got here: Change management became a convenient explanation for poor design and misaligned incentives.
Why it matters: If the work makes people’s lives harder, conflicts with how success is measured, or adds friction without removing any, resistance is rational rather than a flaw. People resist work that makes their jobs harder or puts them at risk.
How to fix it: Remove friction before you ask for adoption. Align rewards, measures and workloads with CX priorities.
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5. “Do we need more executive buy-in?”
What it really means: We have sponsors, not accountability.
How we got here: CX was sold as a program leaders could support without changing how they lead.
Why it matters: Buy-in without behavior change is performative.
How to fix it: First off, commitment and buy-in are not the same, so stop saying “buy-in.” (This one is nails on a chalkboard for me!) “Buy-in” is more about agreeing to support something or accepting a decision or action as something you could be a part of. “Commitment” is much stronger; it means that you’re all in, i.e., you’ve agreed to support it and you’re willing to do whatever it takes to make it happen.
So, get executive commitment — for resources (financial, human, capital, time, etc.) and seeing it through to success (and beyond). Tie your CX work to outcomes. Build the business case. Show hard data.
6. “Is CX really a priority right now, given everything else?”
What it really means: We say CX matters, but revenue, cost, speed and internal politics matter more. CX matters until it conflicts with short-term goals. I’ve seen this all too often.
How we got here: Organizations treat CX as a lever rather than a lens.
Why it matters: CX isn’t competing with priorities. It’s being sacrificed to them, quietly and consistently. Customers experience your priorities, not your statements.
How to fix it: Decide which priorities CX outranks and make that visible when trade-offs get uncomfortable. What competes with customers? Truly. Remind executives that customers are the reason we are in business. If we improve the experience, we move the needle.
7. “Should CX own this?”
What it really means: We want accountability without shared responsibility.
How we got here: Centralized CX teams were created to compensate for fragmented ownership.
Why it matters: When CX owns experience, everyone else opts out.
How to fix it: Embed experience accountability into functions. CX should enable, not absorb. Experience improves only when it’s embedded in how work gets done. While the CX team understands customers, analyzes data and shares insights and recommendations, it’s up to the respective departments to redesign and improve the experience. They have the budget for that; the CX team does not.
Dig deeper: Acquisition gets the attention, but loyalty drives the results
8. “Are customers just more demanding now?”
What it really means: The problem must be the customer — not us.
How we got here: Rising expectations became a convenient scapegoat.
Why it matters: Customers haven’t changed nearly as much as their tolerance for nonsense has. They’re not more demanding; they are less tolerant of waste, friction and indifference.
How to fix it: Audit your own complexity before blaming customer expectations. Continuously doing the work to understand customers, their needs and expectations and the problems they are trying to solve leads to early warning signs and trends of what’s to come. Do the work.
9. “Is this a technology gap?”
What it really means: Maybe a platform can fix structural issues and our operating model.
How we got here: Vendors promise transformation faster than organizations are willing to change.
Why it matters: Bad processes, broken incentives and misaligned culture do not improve when automated. They scale. Technology amplifies whatever already exists, good or bad. You can’t throw technology at a people problem.
How to fix it: Redesign policies, processes and decision rights first. Then automate.
10. “Why isn’t CX showing ROI yet?”
What it really means: We expected culture and behavior change to act like a marketing campaign.
How we got here: CX was framed as an initiative with milestones instead of an operating shift.
Why it matters: You don’t get ROI from CX work you’re not willing to operationalize. ROI follows execution, not intention.
How to fix it: Track the cost of inaction —churn, rework, employee burnout and trust erosion—and the cost savings from doing things more efficiently and effectively.
Why these questions matter more than we admit
Are there more questions than these 10? Oh yes, but the article can only be so long. I’m sure I’ll find a way to write about others in the future.
But just know, these questions (and others like them) persist because they are safe. They keep CX professionals busy without forcing leaders to confront how power is exercised, how decisions are made and what the organization truly values.
They also quietly erode credibility. When CX keeps asking questions that never change outcomes, leaders stop listening and employees stop believing.
This is how CX becomes ornamental instead of operational.
How to fix what’s broken
Fixing CX is not about better tools, louder advocacy, or more sophisticated analytics. It requires repairing the Golden Thread, i.e., Culture -> EX -> CX -> Outcomes. Start at the foundation.
- Culture: Put people at the heart of the business. Make CX non-negotiable, even under pressure. Embed the customer voice into how decisions get made.
- Leadership: Hold leaders accountable for behaviors, not slogans. Ensure they are not only committed but also aligned on the work that needs to be done.
- Employee experience: Remove friction before demanding empathy.
- Measurement: Measure only what you are willing to act on.
If any link is weak, the experience fails — every time.
What CX professionals and business leaders must do
If you work in CX, stop asking questions that protect the system from change. Your job is not to make the organization more comfortable — it is to make misalignment visible and unavoidable.
If you are a business leader, stop asking the CX team for proof while shielding the organization from the consequences of inaction. The data is already sufficient. What’s missing is courage.
The next time experience stalls, don’t ask whether you need a new metric, survey, or platform. Ask:
- What are we doing internally — right now — that makes life harder for employees and customers and who has the power or authority to stop it?
That question doesn’t lead to another dashboard.
It leads to change.
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