Our Audit Practice: Results

Across 90 experience audits, we test a claim leadership teams make with remarkable certainty.

They assert they are delivering highly personalized experiences.

On average, 82% of leadership teams begin with that assertion.

When we measure the interactions directly, the numbers tell a very different story.

Across our audits, we evaluate three progressively harder signals.

🔹 Transactional manners:

Using the client’s name. Referencing preferences from the CRM. Recalling a prior visit.

This appears in 21% of interactions.

These behaviors signal awareness of the individual.

But they are now table stakes. Clients expect them.

🔹 Experience adaptation:

The experience actually changes because the organization understands the individual client.

This appears in 9% of interactions.

This is where personalization truly begins.

But the more serious issue is consistency.

🔹 Consistency:

When we measure how reliably these behaviors appear across employees within the same organization, the numbers fall further.

Fewer than 4% of organizations deliver adaptive personalization with operational consistency.

So in only 5% of the cases (4/82), the client agrees with the organization.

Which means 95% of the time leadership teams are confident they are delivering something their clients almost never experience.

Across these audits, one pattern appears with striking consistency:

The largest experience risks rarely come from service failures.

They come from leadership certainty that the experience already works.