2026年全球体验之声

#GlobalVoicesofExperience Welcome to Global Voices of Experience2026 We have launched the fourthedition of our Ipsos study,GlobalVoices of Experience2026, whichanalyses the opinions of CX and EXprofessionals around the world. This study diagnoses thecurrentstate of experience management,identifiespriorities and criticalchallenges, and forecasts futuredirections, including the evolvingrole of AI. For more information contact: CustomerExperience@ipsos.com Insights from practitioners around the world Markets CX/EXprofessionals735 APAC / Central & Eastern Europe / LATAM / MENA & South Africa /North America / Western Europe Contents GLOBAL VOICESOF EXPERIENCE2026 EMBEDDING CXACROSS THEORGANISATION 57% of organisationsagree theyconsistently delivercustomerexperiencesaligned with theirbrand promise Each customer only experiences one brand, but internallywe’re organised in silos, that’s the challenge when youwant a consistent experience.Belgium | Banking The more embedded CX is, the more mature it becomes CX operates at the enterprise level-it's a sharedresponsibility across all departments, not just one. CXdepartment’s role is primarily to lead and oversee CXinitiatives within business.Vietnam | Insurance Maturity GapPersist More than half of organisationsoperate at a practised level of maturity,although there is still a significantjourney ahead to capitalise on itstransformational potential. 35%FOUNDATION 52%PRACTISED 13% Leading organisations arethree timesmore likely to report significantfinancial improvement than foundational More than half oforganisations 55% have neverconnected CX and EXdata Integration is the next frontier–CX and UX and CX and EXall working together.Chile | Retail Source: Ipsos Global Voices of Experience 2026 Expected Increases in2026 Recognition ofthe importanceof EX at theboard level Recognition of theimportance of CX atthe board level Totalinvestment inCustomerExperience Overall CXperformance (e.g.,NPS®,CSAT, etc.) Training or educationrelated to CustomerExperience To speed up, we’re broadening governance, creating a CXprogramme with a core team and a dedicated committeeof regional CEOs as sponsors. Without that, it’s notsustainable. France | Insurance Governance sets the mandate; integration proves the value In silos, impact exists but it’sharder to prove, prioritise andscale Integration connects experiencedata to outcomes, making ROIvisible and scalable Strong governance elevates CXfrom support to strategy Make governance strong and integrate data to turn CX into a growth engine GLOBAL VOICESOF EXPERIENCE2026 FROM INSIGHT TOIMPACT: THEFINANCIAL LEAPSTILL AHEAD One in five has never explicitly evaluated the financial impact of CX,highlighting the shift still needed from intuition to prediction We have great data, but too many slide decks end up in adrawer. Insights should move people into action.Belgium| Banking ROI Remains a Stated Priority But a Rare Reality We need to turn survey data into ROI-linked, actionableoutputs rather than dashboards.UAE | Banking 50% Only half oforganisations saytheir CX KPIstranslate intoactionable decisions ROCXI Ambition Is High; Measuring is a challenge Prioritise value-drivingjourneys andmoments; test-and-learn with financialreadouts Ambition to proveReturn on CXInvestment (ROCXI) ishigh Few have validated,repeatablemeasurement linkingCX to financials Connect data andgovernance; close theloop and improveexperiences ORCHESTRATINGTHEEXPERIENCE Only 1 in 5organisations have built the data foundationrequired for orchestration More than one third of organisations lack a systemic approach toincident management The XM landscape is becoming increasingly granular, amplifying bothopportunity and structural risk Drivingthe Experience Strategy Culture and capabilityembed new behavioursand sustain impact Scale depends onorganisationalalignment andgovernance Technology enablesorchestration; itdoesn’t orchestrate foryou Advancedorchestration needsmore thaninfrastructure—connected data andclosed-loop ops GLOBAL VOICESOF EXPERIENCE2026 CX is seeking abalance betweentechnological scaleand human depth 2026 Priorities The evolution of CX does notdepend solely on scalingtechnological capabilities, buton integrating them with adeeper understanding of thecustomer, consistentexecution of brand strategy,and the ability to demonstratereturn on investment. AI adoption isgrowing, butfull strategicintegrationremains rare Most organisations arestuck at ‘some tools insome tasks’ AI is advancing operationally faster than it is being strategicallygoverned AI's Double-Edged Growth:AI adoption is visible, yet transformation isstill structural work in progress Governance: The real AI gap and the next CX differentiator The gap isn’t technology–it’sorganisation Governance decides whetherAI scales value or risk Experience-first governancewill differentiate CX leaders The leaders of tomorrow will be those who can inte