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Bringing the voice of your customers into your boardroom and working practices
Bringing the voice of your customers into your boardroom and working practices
The latest UK Customer Experience Decision-Makers’ Guide from Contact Babel is now out and confirms what most leadership teams already believe.
Customer experience is now the primary way organisations compete.
More than half of businesses say it is their main differentiator.
But when you look at how organisations are actually operating, a gap becomes clear.
Customer behaviour has moved on. Most operating models haven’t kept up.
The problem isn’t awareness. It’s alignment.
There is no shortage of CX ambition.
Organisations are investing in digital, exploring AI, talking about personalisation and loyalty. But the same report shows that cost reduction is still the dominant driver behind CX programmes.
That creates a tension that plays out in day-to-day decisions.
Experience is the goal. Efficiency is the pressure.
And customers feel the difference.
Resilience keeps appearing in conversations with contact centre leaders.
It shows up in development plans.
In training requests.
In survey responses about what teams say they need most.
At face value, that might look like a skills issue. A signal that people need more tools to cope, bounce back or manage stress.
But when resilience rises to the top this consistently, it is rarely a simple capability gap.
More often, it is a warning sign.
In last week’s blog, I wrote about the invisible workload we keep adding to contact centre roles.
The extra judgement. The emotional labour. The responsibility that sits quietly alongside scripts, systems and KPIs, but is rarely acknowledged.
Vulnerability is one of the clearest examples of this problem.
Not because it is new, but because it has become normalised.
And because the way organisations respond to it has quietly shifted responsibility onto individuals, without redesigning the systems that surround them.
As we finalised the 2026 edition of our Vulnerability Guides, I found myself stopping more often than expected.
Not to tweak wording.
Not to check compliance.
But to reflect on what we are actually asking contact centre teams to carry.
Because when you step back and really look at it, the job has become immense.
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