2026年全球体验之声调研报告

2026

wehavelaunchedthefourth

editionofourIpsosstudy,Global

voicesofExperience2026,whichanalysestheopinionsofcxandEXprofessionalsaroundtheworld.

Thisstudydiagnosesthecurrentstateofexperiencemanagement,identifiesprioritiesandcritical

challenges,andforecastsfuturedirections,includingtheevolvingroleofAl.

Formoreinformationcontact:

+13

如

©Ipsos|GlobalVoicesofExperience2026|Version#1|Public4

clickonanimagetotakeyoutorelevantsectionofthereport

oforganisations

agreethey

consistentlydelivercstomer

experiences

自自

Eachcustomeronlyexperiencesonebrand,butinternallywereorganisedinsilos,that'sthechallengewhenyou

wantaconsistentexperience.BelgiumlBanking

alignedwiththeirbrandpromise

source:IPSOSGlobalvoicesofExperience2026

自自

cxoperatesattheenterpriselevel-it'sashared

LeadingpractisedFoundational

responsibilityacrossalldepartments,notjustone.cxdepartment'sroleisprimarilytoleadandoverseecxinitiativeswithinbusiness.vietnamfinsurance

Thisiscxgovernancebutwithnoclearlinesofaccountability

Thereisnocxgovernance

Thereisformalcxgovernancewith

clearlinesofresponsibilityand

accountability

source:IPSOSGlobalvoicesofExperience2026

HowwouldyoudescribethecurrentgovernancestructureforcustomerExperience(cx)withinyourorganisation?Base:417respondents

自自

weffneverbe'done'cxisperpetualadaptation,withnewexpectationsandtechnologiesalwayscoming.

FrancelInsurance

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9

Q8|HowwouldyoudescribethegeneraltrendofFinancialperformance?Base:417respondents

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financialimprovementthanfoundational

Foundational

9%20%20%28%11%12%

practised

7%18%24%26%18%7%

Leading

9%8%19%25%34%6%

AbigdeclineAsmalldeclineNosignificantchangeAsmallimprovementAbigimprovementDon’tknow

source:IPSOSGlobalvoicesofExperience2026

自自

integrationisthenextfrontiercxanduxandcxandEXallworkingtogether.chileIRetail

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61%

山6%

Tospeedup,we'rebroadeninggovernance,creatingacxprogrammewithacoreteamandadedicatedcommitteeofregionalcEosassponsors.withoutthat,it'snot

sustainable.FrancelInsurance

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Makegovernancestrongandintegratedatatoturncxintoagrowthengine

highlightingtheshiftstillneededfromintuitiontoprediction

20%

TherelationshipbetweenkpIS

andbusinessresultshasnotbeenexplicitlyevaluated

7%

26%

47%

Informalevidencebasedon

theexperienceorperceptionofleadersorteams

validationthroughinternaldataanalysis,e.g.,simple

correlation,before/aftercomparisons,orcohortanalysiswithclearquantitativeevidence

Highvalidationthroughadvancedstatisticalmodels,suchasregression,multivariableanalysis,or

specifictechniqueslikeRocxl

自自

wehavegreatdata,buttoomanyslidedecksendupinadrawer.Insightsshouldmovepeopleintoaction.BelgiumIBanking

TowhatextentarekpIscorrelatedwithfinancialoroperationalmetrics?singlechoiceBase:533respondents

14

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Cx-linkedRol

Transactionalstudies

customerjourneystudies

Relationalmetricsoperationalmetricsworkshopsto

embedcustomercentricculture

workshops

address

experiencegaps

useofsimulatedoranonymous

customers

自自

weneedtoturnsurveydataintoROIlinked,actionable

outputsratherthandashboards.UAEIBanking

source:IPSOSGlobalvoicesofExperience2026

whichofthefollowingispartofyourcustomerexperienceecosystem?Base:533respondents

15

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自自

weworrytherearethingswe'remissingbecausewedon'tknowhowtomeasurethem.…Theremightbeagoldmineofcxwe'renotonthepathto.chileIRetail

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OFEXPERIENCE

2026

51%

31%

Dataissiloedandthereisnointegrationtakingplace

Dataisintegratedonanadhocbasiswithsomesuccess

Dataecosystemsaredesignedandmanagedinawaythat

enablesdataintegration

自自

westilllackanintegratedviewwehavefixed,mobife,convergentsystemsinsilos.ItalyITelecom/Internet

(forexample,survey,operational,customer/CRMandfinancial).

Base:462respondents

19

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incidentmanagement

28%

Thecxteamcollectscustomerfeedbackoncritical

Thereiscurrentlynocollectionofcustomer

incidentsbutdoesnotactonitfeedbackoncriticalincidents

ThecxIInsightteamiscollectingcustomerfeedbackoncriticalincidents andstepsarebeingtakentoresponddirectlytocustomers

closedLOOPFeedbackiswhenorganisationsenabletheirstafftocontactacustomerfollowingacriticalincident(i.e.negativeexperience)andtakeappropriateaction.Base:417respondents

20

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opportunityandstructuralrisk

29%

Advancedplatformuse

Basicuseprimarilyusedforsurveysandsimplefeedback,withlimited

Leveragingtextanalytics,sentimentdetection,dynamicdashboards,andinternalclosedloopprocesses

structuredfeedbackmanagementcollectingfeedbackatkeyjourneymomentswithdashboardsand

indicatorssupportingdecisions

analyticscapabilities

Fullyembeddedincxstrategy

Noconsistentor

organisationmmwideofacxplatform

Integratedwithoperationaldataandenablingpredictive,automated,andstrategicdecisionmaking

Inyourorganisation,howisthecustomerExperience(cx)managementplatformcurrentlyused?singlechoiceBase:430respondents

21

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2026priorities

AutomateprocessesusingArtificialIntelligence Gainingadeeperunderstandingofourcustomers Demonstrateareturnoncxinvestment closethegapbetweenbrandpromiseandcxdelivery Deliverpersonalisedcustomerexperiences Integratecxintotheoverallbrandstrategy DeveloporrefinecxstrategicRoadmap createconsistentbrandedexperiences ImplementorevolveclosedLOOPFeedback ReassesscxkpI(keyperformanceIndicator)targetspromotetheadoptionofself-servicetoimproveefficiencyLinkemployeeexperienceandcustomerexperiencedata ImplementstrategiestoimproveresponseratesDeterminelevelofcxMaturity

IncludeaccessibilityandinclusionprinciplesincxDefiningand/ordeveloponESGcommitments

35%

31%

30% 29%28%

26%

22%

19%

16%

16%

14%

13%

10%

10%

5%

2%

Thinkingaboutyourcustomerexperiencestrategyfor2026andbeyond,whichofthefollowingwillbethetop3priorityareasforyourorganization?Base:657respondents

24

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自自

weareaggressivelyintegratingAlintoourcxstrategy.

practicalapplicationse.g.automatedwhatsAppsupport,smartheipcentresandinternalAlalertingsystemsto

identifyandsolveissuesfasterchileIRetail

w2023m2025

tasks

currently,howintegratedisArtificialIntelligenceinyourbusiness?singleselection.Base2025:677respondents

25

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usedto

analysevoc

deliveryof

personalisedexperiencesatscale

activelyusedtosupport

CX/EX

resultsare

integrated

intothe

decision-

makingofthecxteam

ethical

principlesandconsiders

transparencytoward

customers

transformingmeasurableroleswithinresults

the

organisation,redefining

tasksand

responsibilities

operationallyinvariousCxprocesses

measurable

improvementsinthe

productivityofteams

organisationhasinternal

talenttrainedtoleadAl

initiativesin

organisationhasaclear

strategyfortheadoptionofAl

evaluatethe

impactofAl

onexperiencemetrics

%Agreesource:IPSOSGlobalvoicesofExperience2026

Degreeofagreementordisagreementwiththefollowingstatements:Base:367respondents

自自

AlsupportonwhatsApphandles6070%ofinquirieswithhighcsATChileIRetail

models(e.g.,analysisofreportsordatateams,interfacesdataautomation

churn,purchasebehaviour)

surveys,reviews,orsocialmedia

analysis

conversationsimulations,andfeedback

(voiceortextwithNLP)

stillstructuralworkinprogress

virtualassistantsforcustomer

service

source:IPSOSGlobalvoicesofExperience2026

whatusesofartificialintelligenceisyourorganizationcurrentlyimplementingincustomerexperience?Base:367respondents

27

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TheleadersoftomorrowwillbethosewhocanintegrateAlintocxstrategy

whilepreservinghumanrelationships·

OFEXPERIENCE

2026

Base:119Respondents

source:IPSOSGlobalvoicesofExperience2026

30

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expectrecognition

oftheimportanceofExatboardleveltoincrease

source:lpsosGlobalvoicesofExperience2026

CIPSOSIGlobalvoicesofExperience

challengesEX

organisationalchange/transformation

keepingemployeesengagedandmotivated,todeliveronorganisationaloutcomesupskilling/reskillingemployeestomakebestuseofnewAl

challengesattractingtherighttalenttodeliveronorganisationalprioritieschallengesretaininghigh-potentialorhighly-skilledemployeeslssueswithlowemployeewellbeingorburnout

IntegratingAlandautomationinyourHRprocessesReducedEmployeeExperience(EX)budgets

BusinessuncertaintyimpactingtheabilitytomakekeyHRdecisionsTechnologytransformationinthewaywecommunicatewithemployees EmployeeEngagementresultsbecominghardertointerpret currentEmployeeExp