We in CX can get really good at admiring our own tools. Conferences, frameworks, awards… they’re fine, but none of that matters if a customer’s problem still sits there unsolved. The scoreboard should be fewer headaches… faster outcomes… better decisions.
“We shouldn’t be there for ourselves… It shouldn’t be too much about the conferences, the awards, the titles, the frameworks. It should be really… about solving customer problems.” – Jannecke Drangert-Hveding
That lands because customers aren’t thinking about CX as a concept… they’re trying to get a job done. Jannecke Drangert-Hveding, CCXP’s challenge is a helpful mirror for leaders… are your CX investments producing fewer steps for the customer… or just nicer slides for the team? If the artifacts aren’t creating action, they’re clutter.
A practical reset I like… translate every initiative into the customer task it accelerates and the business outcome it improves. If it’s hard to make that link, pause the work. And when you do measure… pair experience metrics with operational ones so the story is “what changed for the customer” and “what changed for the business.” That’s how CX stops talking to itself and starts earning its keep.
It also struck me that this isn’t just a CX problem. Any function can get lost in its own language. Finance, HR, IT… every team has jargon, awards, and conferences. But the organizations that win are the ones that cut through the insider talk and keep their eye on the actual people they serve.
When I step back, the most energizing CX conversations are the ones where leaders light up talking about a customer who smiled, a friction point that disappeared, or a problem solved faster than ever. That’s the fuel for CX… and you don’t need an industry label to chase that.
Your Turn: Where has CX in your world become more about talking than doing… and what’s one customer problem you’ll solve this quarter to change that?
- Listen to the Podcast on CX Passport
Thank you to our colleague Rick Denton and CX Passport for sharing these insights.
