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.