CX Strategy is Only as Good as Your Willingness to Change

Author of Infailible, Chris Hood talks about why CX isn’t about control, which industries are leading (and failing), and what it truly means to be customer-obsessed.

Customer experience is often talked about as a competitive advantage, yet many companies still struggle to put it into practice in a way that truly benefits their customers. Too often, businesses focus on refining processes and touchpoints without addressing the deeper cultural and structural changes needed to create meaningful, customer-driven experiences. 

“The best CX strategies emerge from a dynamic interplay between top-down vision and bottom-up execution.Companies that only rely on executive mandates often create disconnected strategies that sound great on paper but fail in practice. The key is to build mechanisms that continuously capture, refine, and act on real customer and employee feedback,” says Chris Hood, Chief Marketing Officer of PolyAPI, Founder and CEO of Muddy Robot Games, Founder and CEO of Synsible AI, and the author of Infailible and Customer Transformation.

With over 36 years of experience, Chris has helped more than 500 companies achieve a combined growth of $26 billion, working with brands like Universal, Doritos, Reebok, NBC, and Intel. As the host of The Chris Hood Digital Show and Google’s That Digital Show, he has reached over 4 million listeners. He previously led transformation programs at Google and developed storytelling technologies at Fox Broadcasting. He also teaches Business Systems Analysis at Southern New Hampshire University.

This conversation takes a clear-eyed look at the realities of customer experience, highlighting the gaps between intention and execution. Chris discusses why true CX success comes from empowering customers rather than controlling their journey.

Excerpts from the interview:

What’s a hard truth about customer experience that companies still refuse to accept?

Companies still struggle to accept that customer experience isn’t about controlling every touchpoint—it’s about enabling customers to control their own journey. Many brands design rigid processes, believing they know what’s best, rather than empowering customers with flexibility and choice. The best experiences aren’t manufactured; they’re orchestrated to allow for organic, meaningful interactions.

You’ve worked across entertainment, tech, and consumer brands. Which industry is getting CX right, and which one desperately needs a wake-up call?

Tech companies, especially those in SaaS and AI, are making great strides in CX by leveraging data to anticipate needs and personalise interactions at scale. The gaming industry also stands out, as it understands the power of engagement, immersion, and community-building. On the other hand, traditional retail and legacy financial institutions often lag behind, clinging to outdated models that frustrate customers with unnecessary friction and bureaucracy. They need to rethink their approach or risk becoming irrelevant. Traditional banking and telecommunications are the worst.

In your experience, do great CX strategies come from top-down leadership or bottom-up employee insights?

The best CX strategies emerge from a dynamic interplay between top-down vision and bottom-up execution. Leadership must set the cultural tone, provide resources, and champion customer-centricity, but real insights come from frontline employees who engage with customers daily. Companies that only rely on executive mandates often create disconnected strategies that sound great on paper but fail in practice. The key is to build mechanisms that continuously capture, refine, and act on real customer and employee feedback.

ALSO READ: To Drive ROI, CX Leaders Must Move Beyond Vanity Metrics

If a CEO said to you, “We want to be the most customer-obsessed company in our industry,” what’s the first question you would ask them?

I’d ask, “What are you willing to change?” Customer obsession isn’t a slogan—it’s a commitment that requires fundamental shifts in culture, decision-making, and sometimes even business models. If a company isn’t willing to rethink how it hires, measures success, rewards employees, or invests in CX, then the goal of being customer-obsessed is just rhetoric.

Tell us about your book Infailible. Why should business leaders read it?

Infailible is a wake-up call for business leaders navigating AI’s impact. It looks at the artificial intelligence ideology reshaping consumer behavior. It challenges misconceptions, revealing how AI is changing strategies, the hidden risks that could cost millions, and the fine line between innovation and losing customer trust. Too many companies are automating without purpose, risking their competitive edge. AI isn’t the enemy, but it’s not a magic fix either. Leaders who understand when to lean in—and when to step back—will win the future.

Are there any other books in the pipeline? Could you tell us something about it?

Yes, I’m currently working on a book about the future of artificial intelligence and its need for new forms of energy to sustain its rapid growth. As AI evolves beyond traditional computing power, corporations are racing to discover and harness novel energy sources, with implications that reach far beyond technology. It’s a story that blends business strategy, technological foresight, and human ethics, questioning what happens when intelligence surpasses its energy limits.

ALSO READ: CX Fatigue is Real, Try Smarter Engagement