Why measurement isn’t management
Most organisations measure CX through NPS, CSAT, or Voice-of-Customer dashboards — but few actually manage it. Metrics reveal outcomes; they don’t improve capability. The missing link lies in turning insight into operational practice.
From concept to execution
At Cambridge, our research identified a persistent pattern: firms excel at articulating why CX matters but struggle with how to operationalise it. That gap inspired CXMi’s ACM framework, which breaks CXM into implementation practices that can act as competitive differentiators across three building blocks, which we term smaller details:
- Attitudes: the mindsets that drive advocacy and purpose.
- Capabilities: the organisational competencies aligned to journey-based value streams.
- Methods: the repeatable techniques that embed learning and improvement.
Making CX actionable
When these dimensions are managed together, CX shifts from marketing language to operating discipline — connecting customer intent, data, and delivery.
Excellence in CX doesn’t come from slogans or a technical platform; it emerges from the consistent implementation of practices performed exceptionally well.