Are We Measuring CX the Wrong Way?

CX metrics like NPS and CSAT are under scrutiny. Experts argue it’s time to move from measuring sentiment to tracking signals and outcomes that reflect real customer value.

“Why are we still measuring how fast we can get a customer off the phone? That was applicable when customer contact was always a voice call after the customer purchased a product and had a question or problem. Now we need to build a 50-year relationship with the customer long before they buy anything and stay connected long afterwards,” says Mark Hillary, Author, CX and technology analyst.

Vanity metrics like NPS and CSAT promised a shortcut to customer understanding. But they’ve become digital comfort blankets that are easy to track, hard to act on. CX leaders are now demanding more: less scoring, more insight; fewer surveys, more signals; not more data, but better questions.

The Metrics Mirage

“Dashboards become digital graveyards of insights never acted on,” says Sue Duris, Principal CX Consultant at M4 Communications. It’s a wake-up call. 

For years, organisations have defaulted to customer satisfaction (CSAT) and Net Promoter Score (NPS) as their go-to CX metrics. These scores are easy to count but don’t always reflect what truly matters.

Jo Boswell, a seasoned CX leader, puts it bluntly: “The number of transactional surveys customers receive is overwhelming. We need far more insights, not more metrics.”

Despite increasingly sophisticated CX tech stacks, many programs struggle to show measurable business value. One key reason is the confusion between measuring sentiment and achieving outcomes.

Outcomes, Not Optics

Every investment must earn its keep. Sentiment scores often fall short.

“CX has to be measured by, and only by, business outcomes. It is the only legitimate currency of success,” says James Elliott, former Head of Experience at Bupa Global.

Pedro Catarino, Director of Customer Experience at Banco Santander, shares the same view: “Every CX leader should be able to provide data-driven evidence of the business value generated by improving customer experience.”

He recommends tracking four key value drivers: Revenue, Cost, Retention, and Referrals. If a CX metric doesn’t relate to at least one of these, it risks being irrelevant.

Still, even metrics tied to outcomes must be timely. Lagging indicators can’t fuel proactive action.

The Real-Time Shift

While NPS and CSAT still appear on executive dashboards, their lagging nature limits their usefulness.

“CSAT tells you what 10% of your customers felt a few days ago,” says Elliott. “Analysing calls, chats, and emails for negative sentiment shows you who is about to churn right now.”

The future of CX measurement lies in signals. Are customers buying more? Logging in less? Repeating complaints? These behavioural patterns provide stronger business cases than survey scores.

In one transformation example, analysing signals helped reduce churn by £21 million. Another brand cut complaints in half by identifying root issues through real-time behavioural data.

Ask Better Questions

A follow-up survey after a medical test asks: “How did you find the experience?” Yet this reveals little. It lacks context and insight.

A better question would be: “How confident are you that you completed the test correctly?” This captures uncertainty and surfaces the customer’s real need.

Effective measurement begins with designing for understanding. Sue recommends an upgraded NPS format: the score, the reason for it, and one suggested improvement. It’s simple and actionable.

Michelle Spaul, CX consultant and founder of Delta Swan, adds: “Choose impactful metrics. Select questions and metrics carefully. They must truly understand needs. They must show perceptions. Right metrics inspire change. They do not just report numbers.”

Michelle also proposes the NEED framework, designed to bring structure to customer understanding:

• Name the job the customer is trying to complete
• Explore emotions around success and failure
• Examine context beyond the moment
• Detect obstacles that cause friction

The Tech Trap

“If your CX function is just reporting insights, there is an AI threat. If it acts as a value stream for change, you’re in a stronger position,” says James.

With automation now parsing voice, video, and text, much of traditional CX work like surveys and tagging is at risk of becoming obsolete. The real challenge isn’t technology. It’s the mindset.

As James warns, “Tech firms will distract you with more tech. The real barrier is culture.”

Real value in measurement comes from bold decisions. AI can surface insights. Acting on them still requires people.

The Job Was Never to Count Scores

It was to change outcomes.

I don’t believe you can just define simple metrics or create a single strategy that will achieve success – it’s all about culture, adds Mark. He cites Zappos as a classic example. The company sold shoes online, just like many other online services, but they really cared about the customer, and that attitude came from the top of the business.

CX teams must move beyond collecting feedback and focus on proving impact. From being the voice of the customer to becoming transformation leaders. NPS still plays a role in building customer-centric culture. 

However, if it doesn’t link to growth, innovation, or improvement, it might now be more harmful than helpful. Customer effort is gaining traction. It’s actionable and aligns well with business results. Amazon’s one-click purchase exemplifies how reducing effort can drive both loyalty and revenue.

The Final Question

If CX measurement stays rooted in legacy scores, the risk is missing the signal in the noise.

The next phase of customer experience demands stronger priorities. Priorities like asking better questions. Tracking actions that generate business value. Building measurement programs that earn investment and trust.

Scorecards may still exist. The real direction forward lies in signals.

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