What we learned from All Access: Voice of the Customer 2025

In February, CX Network held the first All Access webinar series of 2025, All Access: Voice of the Customer (VOC). If you missed it, or want to revisit any of the speakers’ talking points, you can view all sessions on demand here.

During the series, several overarching themes emerged:

• The role of insights is changing and insights professionals must evolve from data collectors to strategic business leaders.
• Businesses need insights that drive immediate action, not just data-heavy reports.
• Storytelling and influence is key, and insights pros must be able to frame their findings in an accessible, compelling and actionable way to secure stakeholder buy-in.
• Cross-functional collaboration is essential. Working closely with technology, design and product teams ensures insights are embedded in the innovation process.
• AI can handle data processing but human expertise is still needed for emotionally intelligent analysis and driving innovation strategy 

This article will catch you up on key Voice of the Customer insights from the sessions. 

How can insights teams influence business innovation? 

The series opened with Insights on the Brink authors, Brett Townsend and Tim Hoskins, outlining their vision for the future of insights. While the insights profession has historically been process-heavy due to its academic foundations, Brett and Tim urged the audience to look beyond this and shift the focus to influencing business strategy with actionable insights. 

So, how can insights team influence business strategy? According to Brett and Tim, storytelling is key. Presenting actionable findings in an engaging way should be the focus on insights teams who want to put their work to good use. Businesses make decisions with 80 percent certainty – there is no need for exhaustive data to drive meaningful outcomes, but there is need for the data presented to be understood and actioned. 

They also urged insights professionals to take credit for their work and advocate for their work, emphasizing their contributions to innovation and business impact.

Catch up with the full session here.

Using minimum viable insights for short lead time projects

In her session, Slavka Bozhinova, service design lead at Lloyd’s Banking Group, shared her approach to insights when working with a tight deadline. Slavka and her team work with very short timelines, sometime as short as three weeks! In this context, the insights team must be agile. 

At Lloyd’s, the team works with “minimum viable insights”, gathering just enough information for inform decisions quickly and effectively. Research must be lean and iterative, combining internal expertise with secondary research and rapid user testing. 

Bringing stakeholders who have requested insights into the research process engages them and builds trust. Involving stakeholders also provides an avenue for expectation management, especially crucial when working to with short lead times, to ensure stakeholders are aligned and aware of what can be achieved with a short lead time.

Slavka also noted the importance of collaboration with an all-hands-on-deck approach. In her role, she works closely with product, technology and design teams, embedding insights into innovation. 

Catch up with the full session here.

Driving customer-centricity with VOC

Rebecca Brooks-Daw, senior CX manager at AXA Health, emphasized the importance of VOC in embedding customer-centricity within organizations. Integrating VOC insights into KPIs across the organization drives accountability, de-siloing CX and leading to measurable improvements in CX.

She also discussed the importance of closed-loop feedback systems for fostering engagement and ensuring that insights lead to tangible actions across teams. 

AXA Health as an organisation collects over 3,000 monthly responses across seven touchpoints, using a dashboard to track feedback. Data is triangulated from several sources, including VOC, closed-loop feedback, complaints data and agent feedback. To ensure the insights were actioned, Rebecca and her team set up governance meetings with key stakeholders across the business to review the data. The team breaks insights into key themes so as not to overwhelm their audience, and has spent time teaching key stakeholders how to use and interpret the dashboard, empowering teams across the business to make the most out of valuable customer insights. 

Catch up with the full session here.

Building a global VOC program and COE team

Belron is the parent brand of car windscreen repair giants, known worldwide – depending on location – as Safelite, Autoglass, Carglass, O’Brien Glass and more variants. With more than 27,000 staff, such a large and global operation requires a coordinated approach to customer insights to ensure consistency of service.

Jamie Carter, VOC manager at Belron, which is headquartered in the UK, joined the VOC series to discuss how he and the VOC team transitioned away from a heavy focus on net promoter score (NPS) and built a global VOC program based on insights uncovered through the Center of Excellence (COE). The COE is a place where VOC managers across the organization globally can meet to share best practices and learnings with the rest of the team, illuminating areas for improvement elsewhere. 

In this, Jamie and the team standardized surveys and metrics across the global brands, being careful to account for regional differences. These efforts have empowered Belron to proactively address customer concerns, such as vehicle cleanliness post-repair, resulting in higher customer satisfaction and improved NPS scores.

Catch up with the full session here.

Leveraging customer feedback from diverse channels to improve CX

Series speaker and regular CX Network contributor, Sahil Shetty, senior business intelligence analyst at Lowe’s, shared how he collects and integrates customer feedback from multiple sources including surveys, social media, contact center and complaints to drive better customer experiences at the American homeware giant. 

Sahil emphasized the importance of approaching customer feedback with empathy, prioritizing real-time insights, such as those from social media, to address customer concerns as quickly as possible and prevent recurring issues. The insights gained are used to train in-store associates to connect better with customers based on feedback, enhancing satisfaction and brand trust. 

Catch up with Sahil’s full session here. 

Quick links

• 3 things we learned about omnichannel at All Access: Digital CX
• What you missed from All Access: AI+Data in CX
• 8 things we learnt about the future of contact centers from our expert panel

All Access: The Revolution of AI in CX 2025

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