Key Performance Indicators for Customer Experience Teams

Over the last year, I’ve seen many people fall into the same trap: They launch an AI-powered agent (chatbot, assistant, support tool, etc.)… But only track surface-level KPIs — like response time or number of users. That’s not enough. To create AI systems that actually deliver value, we need 𝗵𝗼𝗹𝗶𝘀𝘁𝗶𝗰, 𝗵𝘂𝗺𝗮𝗻-𝗰𝗲𝗻𝘁𝗿𝗶𝗰 𝗺𝗲𝘁𝗿𝗶𝗰𝘀 that reflect: • User trust • Task success • Business impact • Experience quality    This infographic highlights 15 𝘦𝘴𝘴𝘦𝘯𝘵𝘪𝘢𝘭 dimensions to consider: ↳ 𝗥𝗲𝘀𝗽𝗼𝗻𝘀𝗲 𝗔𝗰𝗰𝘂𝗿𝗮𝗰𝘆 — Are your AI answers actually useful and correct? ↳ 𝗧𝗮𝘀𝗸 𝗖𝗼𝗺𝗽𝗹𝗲𝘁𝗶𝗼𝗻 𝗥𝗮𝘁𝗲 — Can the agent complete full workflows, not just answer trivia? ↳ 𝗟𝗮𝘁𝗲𝗻𝗰𝘆 — Response speed still matters, especially in production. ↳ 𝗨𝘀𝗲𝗿 𝗘𝗻𝗴𝗮𝗴𝗲𝗺𝗲𝗻𝘁 — How often are users returning or interacting meaningfully? ↳ 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 𝗥𝗮𝘁𝗲 — Did the user achieve their goal? This is your north star. ↳ 𝗘𝗿𝗿𝗼𝗿 𝗥𝗮𝘁𝗲 — Irrelevant or wrong responses? That’s friction. ↳ 𝗦𝗲𝘀𝘀𝗶𝗼𝗻 𝗗𝘂𝗿𝗮𝘁𝗶𝗼𝗻 — Longer isn’t always better — it depends on the goal. ↳ 𝗨𝘀𝗲𝗿 𝗥𝗲𝘁𝗲𝗻𝘁𝗶𝗼𝗻 — Are users coming back 𝘢𝘧𝘵𝘦𝘳 the first experience? ↳ 𝗖𝗼𝘀𝘁 𝗽𝗲𝗿 𝗜𝗻𝘁𝗲𝗿𝗮𝗰𝘁𝗶𝗼𝗻 — Especially critical at scale. Budget-wise agents win. ↳ 𝗖𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻 𝗗𝗲𝗽𝘁𝗵 — Can the agent handle follow-ups and multi-turn dialogue? ↳ 𝗨𝘀𝗲𝗿 𝗦𝗮𝘁𝗶𝘀𝗳𝗮𝗰𝘁𝗶𝗼𝗻 𝗦𝗰𝗼𝗿𝗲 — Feedback from actual users is gold. ↳ 𝗖𝗼𝗻𝘁𝗲𝘅𝘁𝘂𝗮𝗹 𝗨𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝗶𝗻𝗴 — Can your AI 𝘳𝘦𝘮𝘦𝘮𝘣𝘦𝘳 𝘢𝘯𝘥 𝘳𝘦𝘧𝘦𝘳 to earlier inputs? ↳ 𝗦𝗰𝗮𝗹𝗮𝗯𝗶𝗹𝗶𝘁𝘆 — Can it handle volume 𝘸𝘪𝘵𝘩𝘰𝘶𝘵 degrading performance? ↳ 𝗞𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 𝗥𝗲𝘁𝗿𝗶𝗲𝘃𝗮𝗹 𝗘𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝗰𝘆 — This is key for RAG-based agents. ↳ 𝗔𝗱𝗮𝗽𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗦𝗰𝗼𝗿𝗲 — Is your AI learning and improving over time? If you're building or managing AI agents — bookmark this. Whether it's a support bot, GenAI assistant, or a multi-agent system — these are the metrics that will shape real-world success. 𝗗𝗶𝗱 𝗜 𝗺𝗶𝘀𝘀 𝗮𝗻𝘆 𝗰𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝗼𝗻𝗲𝘀 𝘆𝗼𝘂 𝘂𝘀𝗲 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗽𝗿𝗼𝗷𝗲𝗰𝘁𝘀? Let’s make this list even stronger — drop your thoughts 👇

𝗧𝗵𝗲 𝘁𝗿𝘂𝘁𝗵 𝗮𝗯𝗼𝘂𝘁 𝗩𝗼𝗶𝗰𝗲 𝗼𝗳 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿? It’s broken. Not because customers stopped speaking, but because brands stopped listening like it mattered. Surveys. Scores. Dashboards. 𝗧𝗵𝗮𝘁’𝘀 𝗻𝗼𝘁 𝗹𝗶𝘀𝘁𝗲𝗻𝗶𝗻𝗴. That’s forced interaction. The modern customer isn’t waiting to be surveyed. They’re 𝘭𝘦𝘢𝘷𝘪𝘯𝘨 𝘴𝘪𝘨𝘯𝘢𝘭𝘴 𝘦𝘷𝘦𝘳𝘺𝘸𝘩𝘦𝘳𝘦 - in chats, returns, reviews, support tickets, SMS threads, order cancellations, product reconfigurations, social media, dark social (Reddit, Discord, etc) But most “VoC programs” are still stuck chasing NPS trends while the business burns. Modern Voice of Customer = 𝗘𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝗦𝗶𝗴𝗻𝗮𝗹 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲 It’s not about asking questions. It’s about 𝗮𝗿𝗰𝗵𝗶𝘁𝗲𝗰𝘁𝗶𝗻𝗴 𝗮 𝘀𝘆𝘀𝘁𝗲𝗺 that 𝘢𝘣𝘴𝘰𝘳𝘣𝘴 𝘴𝘪𝘨𝘯𝘢𝘭, connects it to business outcomes, and triggers action. What You Should Be Measuring Instead: ✅ % 𝗔𝗰𝘁𝗶𝗼𝗻𝗮𝗯𝗹𝗲 𝗦𝗶𝗴𝗻𝗮𝗹𝘀 𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝗶𝗲𝗱 - How much of your incoming feedback actually maps to a real friction point, journey stage, or operational failure? ✅ % 𝗦𝗶𝗴𝗻𝗮𝗹𝘀 𝗧𝗶𝗲𝗱 𝘁𝗼 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗜𝗺𝗽𝗮𝗰𝘁 - How many of those signals correlate with churn, CLV drop, conversion loss, or increased cost-to-serve? ✅ 𝗖𝗼𝗻𝘁𝗲𝘅𝘁𝘂𝗮𝗹 𝗦𝗲𝗻𝘁𝗶𝗺𝗲𝗻𝘁 (𝗡𝗼𝘁 𝗝𝘂𝘀𝘁 𝗮 𝗦𝗰𝗼𝗿𝗲) - Not “61% negative.” But: “61% 𝘯𝘦𝘨𝘢𝘵𝘪𝘷𝘦 𝘴𝘦𝘯𝘵𝘪𝘮𝘦𝘯𝘵 𝘢𝘳𝘰𝘶𝘯𝘥 𝘥𝘦𝘭𝘪𝘷𝘦𝘳𝘺 𝘴𝘱𝘦𝘦𝘥 𝘵𝘳𝘢𝘯𝘴𝘱𝘢𝘳𝘦𝘯𝘤𝘺.” “78% 𝘱𝘰𝘴𝘪𝘵𝘪𝘷𝘦 𝘴𝘦𝘯𝘵𝘪𝘮𝘦𝘯𝘵 𝘰𝘯 𝘱𝘰𝘴𝘵-𝘱𝘶𝘳𝘤𝘩𝘢𝘴𝘦 𝘴𝘶𝘱𝘱𝘰𝘳𝘵.” That tells a story. That’s signal intelligence. ✅ 𝗦𝗶𝗴𝗻𝗮𝗹 𝗩𝗲𝗹𝗼𝗰𝗶𝘁𝘆 - What’s emerging fast? What’s fading out? Velocity = your 𝘦𝘢𝘳𝘭𝘺 𝘸𝘢𝘳𝘯𝘪𝘯𝘨 𝘳𝘢𝘥𝘢𝘳. ✅ 𝗙𝗿𝗶𝗰𝘁𝗶𝗼𝗻 𝗙𝗮𝘁𝗶𝗴𝘂𝗲 𝗦𝗰𝗼𝗿𝗲 How often is the same friction mentioned with no resolution? High friction fatigue = 𝗹𝗼𝘀𝘁 𝘁𝗿𝘂𝘀𝘁. Your brand becomes a broken record and customers stop playing. CX isn't a function of feedback. It’s a function of 𝘀𝗶𝗴𝗻𝗮𝗹 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲. You don’t need another dashboard. You need a listening architecture that fuels performance. That’s Experience Signal Intelligence. #UnfckYourCX #ExperiencePerformanceSystem  #ExperienceDesign #SignalIntelligence #CLV #VoC #NPS #surveys

If you’re still building your CS dashboard around CSAT and NPS (and half a dozen other typical metrics), you're not leading — you’re looking in the rearview mirror. 💥 Real talk: As we've been discussing for almost 2 years, Customer Success is no longer the renewals safety net. It’s a revenue-generating, margin-conscious, outcome-driving machine. But most teams are still measuring it like it’s 2022. That’s a leadership gap — and it starts with us. 📊 What should we be measuring instead? 🔹 Adoption Depth: How broadly — and how strategically — are customers engaging across their org? 🔹 Expansion Efficiency: What’s the ratio of post-sales revenue to incremental investment? 🔹 Time-to-First-Value Velocity: Speed to impact isn’t a nice-to-have. It’s a competitive advantage. CSAT and NPS still matter — but they’re lagging indicators. They can’t be the headline. 💬 To my fellow CCOs and CS leaders: What’s one metric you’ve added in the last 12–18 months that’s changed how your org operates? I’ll share mine in the comments 👇 Would love to hear yours.

As CX programs are being cut, it’s becoming clear that those focused solely on survey scores are at risk. To truly drive value, B2B CX programs must tie their efforts to financial outcomes—a critical connection many programs miss. One simple but powerful metric to consider is order velocity—the frequency of customer orders, regardless of size or type. By combining the order data with good survey questions, you can track how improved customer experiences lead to faster order velocity. While it’s not the final financial metric, it gives you an early indication of CX impact. Order velocity works especially well in industries with less frequent transactions, like B2B insurance. For example, if brokers typically average six policies yearly, an improved experience should lead to more orders the following year. If not, it could signal that your surveys aren’t targeting the right issues or that other factors, like pricing, are having a larger impact. Remember, there’s often a delay between shifts in customer attitudes and changes in behavior. In industries like health insurance, a boost in CX scores during mid-year could drive more orders by Q4. In manufacturing, the timeline might vary—tactical orders may rise quickly, while long-term sales like turbines could take years to reflect the change. For a more holistic view, pair order velocity with client-specific metrics like margin per client or number of categories ordered. Order velocity is relatively easy to track and is a great entry point for deeper insights. Reporting on this invites questions from leadership—and when the right questions are asked, it paves the way for gathering more valuable data. #CX #CXROI #Customerexperience

Over the years, folks have reached out and asked me about what I measure regularly. I measure a lot regularly, but there are a few key metrics, meetings, and frameworks that I have historically looked at to keep me informed on where we are. Here's what I am consistently looking at: – NRR - Net Revenue Retention – GRR - Gross Renewal Rate – NPS - Net Promotor Score – TTFV - Time To First Value – CSAT - Customer Satisfaction – DSO – Pipeline – New sales closed – New sales forecasted Also, other things I find helpful: – Churn forecast one year out reviewed heavily on a monthly cadence and bi-weekly At-Risk meetings with my CS Leadership. – Monthly: Red, Yellow, and Green meetings with the entire CS team where I get downloaded on the current state of the portfolio. – EBRs - How many executive business reviews have we completed, what's in the hopper, what are we missing? – OKRs - Objectives Key Results - How are we progressing on our projects and/or things we need to achieve for the quarter, and how are those feeding into the things we need to accomplish for the next year (or so). – Health Score that includes the following (but not limited to): usage health, NPS, an adoption scorecard which consists of the current product investment (more purchased, more points), have they completed case studies and so on, customer tenure, engagement with their CSM, manual sentiment set by CSM. – Customer Goals - The customer achieves their goals, realizes ROI, and actively participates in setting new goals. Other things that should be looked at/implemented: – Doing SWOT (strength, weakness, opportunities, threats) for top strategic accounts on a regular cadence. – Having a solid customer maturity model across the entire portfolio. Less is always more, but these things are sure to give you a strong understanding of what’s going on in your customer portfolio.