Last week, I shared how unremarkable CX quietly erodes profit and loyalty (with insights from my colleague Lior Arussy‘s recent Fast Company Magazine article).

But there’s another trap that keeps organizations stuck: the belief that “we’re already doing it.”

What exactly are you doing?
Who defined it?
Does your team interpret it the same way?

Here’s the challenge:

You can ask 10 people to show you an exceptional experience, and you’ll get 10 different answers. Experiences are personal—shaped by individual perspectives, backgrounds, and values.

Many organizations believe they’re delivering a great customer experience because they think it’s great. But the real test is whether it’s clear, consistent, and compelling—not just in intention, but in execution, across every function and every team.

A North Star or CX guide is a good start, but even then, there’s room for wildly different interpretations. That’s where efforts stall, fragment, or lose impact.

𝗪𝗵𝗮𝘁’𝘀 𝗻𝗲𝗲𝗱𝗲𝗱?

A shared, operationalized definition of experience excellence—something tangible, embedded in how people hire, train, prioritize, and measure success. And it’s not just about customer-facing teams; every function shapes the experience.

If your internal teams aren’t aligned on what “exceptional” means—or worse, if they’re unintentionally working against it—your CX efforts will never reach their full potential.

I explore this topic in detail in my article: 👉 “If your CX is just “FINE,” you’re already behind.

If you’re ready to move from “we’re already doing it” to “we’re doing it right,” let’s connect. I help organizations bridge the gap between CX intent and CX impact, building clarity, alignment, and momentum—front to back, top to bottom.