Understanding where customers are struggling is one part of leading CX work. Helping an organization act on that understanding (and demonstrating what changed) is another.
The 2026 CXPA CX Impact Award winners offer useful examples of how those pieces can come together.
CIBC, Cybit, Fnac Darty, ING Bank, and Salamanca Solutions International addressed different challenges. Their case studies are part of the broader collection of organizations recognized through CXPA’s Proven Business Impact program.
As I listened to these leaders describe their work, a common thread stood out: they made CX relevant to how their organizations operate every day. Salamanca Solutions International talked about organizing its work around the CXPA CX Framework. Others emphasized collaboration and discussed their initiatives in terms of the everyday work colleagues were doing—the decisions they faced, the processes they managed, and the customers they supported.
What struck me was how closely their descriptions connected CX practice to the work of the organization. The CXPA framework provided structure, collaboration helped people act together, and the language they used made it easier to understand how colleagues contributed.
The cases offer several lessons for CX leaders to consider in their own organizations.
Cybit’s case focused on client retention through a more proactive approach to account management. Its reported results included a double-digit reduction in churn, fewer high-priority escalations, and improved operational efficiency.
The case connects a customer relationship challenge with an organizational priority. It also illustrates the potential value of addressing problems before they develop into escalations or customer departures.
For CX leaders facing retention challenges, this example raises a few useful questions: What signals suggest a relationship is weakening? How are those signals shared with the people managing the account? What opportunities exist to respond earlier?
The lesson emerging from Cybit’s work is that a clearer understanding of customer relationships can help an organization take more timely action, with benefits for customers and organization.
CIBC’s case describes how a focus on helping clients achieve their ambitions supported broader organizational transformation. Reported outcomes included stronger client loyalty, reduced service friction, and revenue growth.
Its example illustrates how customer understanding can inform decisions across an organization. That has implications for the way CX professionals collaborate with colleagues responsible for products, processes, policies, and technology.
For practitioners, the case offers a starting point for examining where customer insights enter decision-making. Are they available when priorities are being set? Do they help teams understand the consequences of different choices? How does the organization connect its customer commitments with everyday actions?
CIBC’s experience points to the financial value of making customer focus part of how the organization plans and operates.
Fnac Darty, in partnership with Glanceable, used customer feedback to improve marketplace governance. Its case study reports a 75% reduction in complaints and doubled customer advocacy.
The connection between feedback and governance is particularly useful. Customer insights informed decisions about the quality of the marketplace experience, giving the organization a way to address the issues customers were reporting.
For CX leaders, this case invites a closer look at what happens after feedback is collected. Who can act on a recurring issue? What decisions does the evidence inform? How does the organization assess whether its response has improved the experience?
The example suggests that the effectiveness of a listening program depends in part on the processes and responsibilities that allow the organization to respond.
ING Bank focused on obtaining a mortgage, which is a complex journey with significant consequences for customers. Its more transparent, human-centered approach increased mortgage conversion, exceeded production goals, improved advisor productivity, and strengthened customer loyalty.
The case brings together customer needs, employee effectiveness, and organizational performance within one journey. It illustrates how helping customers navigate an important decision can also support the people advising them and the organization delivering the service.
For practitioners considering where to focus their efforts, ING Bank’s example offers useful questions: Where do customers face uncertainty or complexity? Which journeys depend on several teams working together? Where could clearer information or more coordinated support improve both the experience and its outcomes?
Those questions can help identify opportunities where experience improvements have significance across the organization.
Salamanca Solutions International’s case describes a customer-centered response to a disruptive digital migration. Reported outcomes included reduced churn, increased customer value, accelerated digital engagement, and restored customer confidence.
In discussing its work, Salamanca also described the role of the CXPA CX Framework in organizing its approach. I noticed that connection between a structured CX discipline and a practical challenge: helping customers navigate a change that affected their relationship with the organization.
The case illustrates why customer understanding matters during technology and process transitions. A migration changes what customers are expected to understand and do, and different customers may encounter different barriers.
For CX leaders involved in similar initiatives, Salamanca’s experience provides a basis for discussing how customer needs are reflected in the transition plan, what support will be available, and how the organization will assess adoption and confidence.
Across these cases, the organizations documented customer challenges, the actions taken, and the outcomes observed. Their reported results included retention, conversion, productivity, complaints, customer value, and digital engagement.
I noticed how that evidence gave substance to their stories. Readers can examine what the organizations sought to change and the results they reported, rather than relying on a general statement that CX improved.
For practitioners, the cases point to the value of establishing relevant measures and documenting the work as it develops. Customer feedback helps explain the experience, while organizational measures help show the significance of the changes.
The evidence still needs to be read in context. Other factors may influence results, and outcomes achieved in one organization do not guarantee the same outcomes elsewhere. The value of these cases lies in examining the challenge, the approach, and the evidence together.
These organizations faced different circumstances, but their cases provide concrete examples of customer understanding informing decisions, collaboration supporting action, and measurement helping explain the results.
That is one of the lasting contributions of the award winners and the broader group of organizations with Proven Business Impact recognition. By sharing their work, they give other professionals something to learn from—and evidence to bring into conversations about how good CX delivers better outcomes for customers, employees, and organizations.
Explore CXPA’s Proven Business Impact case studies and learn how to submit your own.
How did a financial institution transform a complex digital banking conversion and merger into measurable business value? Discover how its member-centered approach increased digital adoption, improved satisfaction, strengthened member loyalty, and created a scalable framework for future growth.
How did a military housing provider transform fragmented resident experiences into measurable business value? Discover how its enterprise-wide customer experience strategy reduced operating costs, increased leasing conversion, accelerated capital reinvestment, and dramatically improved resident advocacy.
How did a public utility transform reactive complaint management into measurable business value? Discover how its closed-loop customer feedback program accelerated issue resolution, reduced response times, improved service delivery, and enabled data-driven operational improvements.
How did a global data center provider transform regional customer experience disparities into measurable business value? Discover how its targeted account management strategy increased customer retention, accelerated response times, improved customer satisfaction, and closed a significant performance gap across regions.
