Eight questions across the capabilities that decide whether customer experience shows up in your P&L. You'll get a maturity score, a profile across all eight, and the two gaps costing you most.
The eight dimensions break down into the capabilities underneath them. Amber marks where you scored lowest — that's where the detail is worth working through.
Maturity is capped by your weakest enabling capability — not your average. These are the two holding the rest back.
Customer experience happens by accident. No shared definition, no owner, no measurement.
The intent is real and there's activity — but it sits in pockets and doesn't change commercial decisions.
Journeys are mapped, insight exists and standards are set. Delivery is inconsistent across the business.
Customer metrics sit in the trading meeting. Someone owns the end-to-end journey. It holds under pressure.
Experience is a source of advantage — designed, measured and improved continuously, and visible in the P&L.
Eight dimensions across experience strategy, experience design and experience delivery, each with the capabilities underneath it. Use them as a checklist. Maturity is capped by your weakest enabling dimension, not your average, so the gaps matter more than the strengths. For the wider discipline, read our guide to customer experience management, or see how our customer experience consultancy closes the gaps.
Covers: CX vision and strategy, governance, investment and resourcing, objectives and metrics. Good looks like: a named owner with a mandate across functions, reporting to the exec, and a funded roadmap for the end-to-end journey.
Covers: customer insight and feedback, segmentation and targeting, market and competitive insight, customer relationship management. Good looks like: continuous insight that combines behavioural data with direct research, and routinely changes commercial decisions rather than just informing them.
Covers: value propositions, brand, services and products, productisation. Good looks like: a proposition built around evidenced customer needs by segment, distinctive enough that customers can describe it back to you.
Covers: journey mapping and optimisation, service innovation and design, experience and interaction design, operating models for CX delivery. Good looks like: journeys mapped end to end and redesigned around the moments that drive revenue, with a clear owner for each stage.
Covers: marketing and communications, omnichannel and channel strategy, expectation management, customer service, social media and community. Good looks like: customers move between store, web and app without friction or repeating themselves, and their data follows them.
Covers: customer-centric culture, CX expertise, roles and incentives, organisational structure, partnerships, employee and partner experience. Good looks like: leaders ask about customer impact before decisions are made, and it's a standing input to trade-offs at every level, especially under cost or time pressure.
Covers: technology strategy and architecture, multichannel, CRM, automation, personalisation and AI, technology innovation. Good looks like: technology that supports the experience you've designed, including personalisation, and lets you test, learn and ship changes quickly.
Covers: customer data strategy, analytics and decision-making, data security, privacy and ethics, experimentation, measurement and reporting. Good looks like: experience metrics tied to conversion, spend and repeat purchase, and reviewed in the trading meeting alongside sales and margin.
A CX maturity assessment scores how developed an organisation's customer experience capability is across dimensions such as strategy, customer insight, journey design, culture, technology and measurement. It places the business on a maturity scale — typically from ad hoc and reactive through to leading — and identifies which capabilities are holding overall performance back.
Score each capability area independently, then look at the spread rather than only the average. Maturity is limited by your weakest enabling capability: a business with an excellent journey design but no customer metrics in its trading reviews will not sustain the improvement. The useful output is not the overall score but the two or three dimensions dragging it down.
Most established retail and consumer businesses sit between level 2 and level 3 of 5 — customer experience is understood and there is activity, but it is not yet embedded in how commercial decisions get made. Reaching level 4 usually requires customer metrics in the trading meeting and clear end-to-end journey ownership, not more customer research.
Start with your two biggest gaps, not the overall score. Maturity is capped by the weakest enabling capability, so lifting those two usually does more than improving areas you already score well on. If you want to talk your result through, we'll tell you, straight, where we'd start.
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