Customer-centricity has become the norm over the years. However, complexity that comes from the increasing speed of change, the need to rethink the concepts in terms of products, services, and customer experience in the ever-evolving competitive landscape and increasing need to consider also other externalities than only customers’ experience in creating customer experience, poses new challenges and opportunities for customer experience development and measurement. The phases of developing and measuring customer experience, are the parts that turn the prioritized improvement areas from the phase of analysing into solutions and then new data which can be further utilized in gaining customer insight. These activities function on the continuum of the customer experience improvement, which are supported by the customer experience foundations and evolved around the customer experience vision, business goals and priorities.  

We consider the developing phase of the framework to include the portfolio management of all CX-related development activities. Those prioritized development activities coming from the previous, analysing phase can be approached on varying levels, such as on specific customer journeys, or services and solutions utilised along the customer journeys. It is good to notice that the phase of developing is not only incrementally improving existing customer journeys but also rethinking the products and services as part of the customer experience. In a more detailed view, the development includes activities such as defining objectives and targets for the proposed improvements, designing concepts, building MVPs, piloting, and validating them, and finally measuring and iterating the created solutions. While the prioritized areas for improvement and development come from the phase of analysing customer experience, organizations still need to ensure that the business cases and other impact measures for the development activities are maintained continuously throughout the development. This ensures that the initially planned outcomes for the development activities are being followed and updated if needed, while the solutions are iterated according to customer-centric design principles and agile development. 

Mastering the combination of managing singular CX development projects and a portfolio of all CX-related development activities requires strong capabilities to link the development activities back to the customer experience vision and business goals based on our experience. Thus, a shared business development roadmap view is very important, not only within all CX-related development activities but also among all business development. These shared roadmaps pave the way to communicate the requirements and impacts of an individual CX project to ensure the sponsorship and needed budgets within the portfolio of all activities.  

Creating the network of metrics is not only about the definition of location, time span and frequency, but most importantly what the data is used for, what kind of decisions are wanted to be made based on the collected data and together with what information.


In addition to managing the development on multiple levels, the phase of measuring has layers. Our approach to measuring CX comes through holistically providing a timely perspective to the customer experience levels across the customer lifetime. The highest level of measurement is the top-level objective that all activities are striving towards. It is important to understand what is being measured when setting the targets on each measure, to ensure that the correct metrics are utilised. The second level of measurement provides information on various stages of the customer journey. As customers have different experiences and expectations at each stage of the journey, this level requires holistic measurement approach. However, as not all measures can be maintained and followed, the key is to measure the most relevant ones i.e., metrics focusing on the essential parts of the customer journey and delivering valuable data. The third level of measurement focuses on creating an understanding of individual touchpoints in the customer journey. Here the prioritization of individual measuring points becomes even more important. It is good practice to align the metrics for individual touchpoints according to the overall objectives and end-to-end customer journeys.  

The phase of measuring customer experience links strongly to the beginning of the improvement cycle of customer experience, as, based on the data collected in the phase, the customer insight is derived in the next. Hence, creating the network of metrics is not only about the definition of location, time span, and frequency but most importantly what the data is used for, what kind of decisions are wanted to be made based on the collected data and together with what information. As a result, one cannot highlight enough the importance of clearly defining the reason why a certain measure is selected. 

With this we come back to the vision, how it defines the direction of where the organization aims with the customer experience, and with that, to the end of this customer experience article series. Customer experience is not only a challenging area to master as it is interlinked in all areas of the organization, but also a thrilling one with the new possibilities that the latest development in our global competitive landscape brings.  

Get to know our work on digital customer experience

For the past 10 years in Finland, we have researched and analysed Finnish organisations’ digital capabilities and maturity in different channels. This work around digital customer experience culminates each year in our Digital Leaders Study publication, which compares the digital maturity of the largest Finnish companies in customer experience through digital channels. In the study, we aim to unravel the digital capabilities in selected Finnish companies across sectors and find best practices to gain digital competitiveness and success. 

If you are interested in this work, please find our latest Digital Leaders Study 2023 in Finnish. In this study, we analysed all together 68 Finnish companies across 14 sectors both by collecting data through customer interfaces and conducting interviews.  

You can also find the global Digital Leaders Study in which all together, 679 companies have been assessed across 21 sectors in 11 countries. 


Henrikki Sandström
Senior Manager, Digital & Strategy
BearingPoint Finland

Karliina Kyhälä
Senior Business Consultant, Digital & Strategy
BearingPoint Finland

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