The Global Leadership Summit and follow-on work of the CXPA Board of Directors have established clear desired outcomes and strategies for CXPA. Work guided by these strategies began immediately and will continue in 2025 and beyond. We recently shared a high-level update on progress with the broader CX Community, and want to share further insight on the steps to achieve these desired outcomes with you, the CXPA community.
This work reflects our commitment to securing the future of the customer experience profession. Our success depends on the willingness of the CX community to come together and make these plans a reality. If you are interested in getting involved or have questions or suggestions on these steps, please comment here, via email to volunteer@cxpaglobal.org, or speak with a member of the staff or Board.
Supporting Steps to Achieve Buy-In from C-Suite, CEO and Board
o Gather credible evidence-based data to make the case
o Collect and document real-world proof of CX through the CXPA Proven Business Impact Case Study program
o Develop a CXPA research culture, guided by the advice of a new Research Committee on what makes facts, figures and research credible
o Leverage Research Committee guidance to curate, independently conduct, and collaborate on credible CX research that will help make the case
o Remain open to quality research partnerships and collaborations, especially with higher education and government
o Influence the C-Suite in their adoption of CX as a trusted and preferred business discipline that drives sustainable organizational growth
o Conduct in-depth interviews with CEO and other C-Suite members to understand current perspectives on CX
o Hone CXPA’s communication and content strategies to build respect for CX as a professional discipline, including creating resources targeted to building C-Suite understanding
o Continue to lead CX Day as a strategy to raise awareness and visibility of customer experience as a field and within organizations
Supporting Steps to Achieve Organizational benefit from consistent CX professional practice
o Provide CX professionals with advice and resources that help elevate their performance
o Ensure a welcoming inclusive community that provides opportunities for CX professional development without inequitable barriers
o Provide guidance and resources to CXPA members through our monthly member newsletter, website resources, and webinar programs
o Make cxeducation.com a robust marketplace for quality online CX courses
o Host the premier CX business impact conference, CX Leaders Advance, in Indianapolis Apr 28 – 30, 2025 and Toronto, Canada Apr 27-29, 2026
o Give external validation to quality CX work that is demonstrating business value through our Proven Business Impact Case Study program
o Support CX professionals in managing their professional career
o Help organizations find skilled CX professionals through CXJobBoard.com and the CCXP certification
o Partner with external organizations that share a commitment to recognizing and supporting CX professional excellence
o Promote consensus-based definitions, guidance, and Standards for quality customer experience
o Widely share and encourage the use of the community consensus definition of CX shared at whatiscx.com
o Publish consensus developed publications that set the standard for CX professional practice
o Promote and support the Master of Science Degree in Customer Experience offered by Campbellsville University
o Seek additional collaborations to encourage the professional practice of customer experience management rooted in the CXPA CX framework
o Make CCXP a central driver for success
o Actively promote earning the CCXP to everyone in a CX leadership role
o Increase understanding of the research and independent guidance that drives the CCXP application, examination, and recertification processes
o Collaborate with Recognized Training Providers to ensure high-quality educational courses to prepare professionals seeking CCXP certification
o Highlight the value that the CCXP process brings to individuals and organizations
Supporting Steps to Achieve CXPA being valued for the mechanisms it provides to achieve CX success
o Improve CXPA’s digital presence
o Make it easier for CXPA members to tap into the published CXPA body of knowledge through the CXPA CX Copilot, a custom AI-powered large language model powered by Google Gemini
o Reimagine and launch a new CXPA website designed with the visitor’s journey in mind
o Improve our supporting technology systems to make it easier for CXPA members to benefit from CXPA participation
o Rethink CXPA’s Engagement Model
o Provide a new, easy way for CX membership groups to affiliate with CXPA to support shared industry goals while providing flexibility for each group to organize and operate in the manner its leaders feel is best for its constituents
o Remain open to new ways to partner and collaborate with others who share a commitment to achieving CXPA’s 2032 goals
o Ensure Effective Global Planning and Execution
o Ensure that the CXPA Global Board of Directors provides overall guidance for CXPA on our journey toward CXPA’s 2032 goals while engaging key internal and external stakeholders to provide leadership and insight for specialized constituency needs
o Expand leadership council responsibilities in core markets identified by the global research: Canada, Europe, the Middle East, and the United States
o Continue to seek regional advisory from the leadership councils in Africa, Asia, Brazil, and the United Kingdom
o Use the insight gathered through the CXPA Global Research and Summit to continue to guide the organization
#2025