This is the measurement illusion. It’s the belief that because CX is being measured, it’s being understood and managed.
Survey-based metrics are influenced by mood, timing, sampling bias and fatigue. The most vocal respondents are not always the most reliable customers.
Most Voice of Customer programmes still measure individual interactions rather than the quality of the relationship over time. They rarely tell you whether customers feel confidence, relief or delight. And these are the emotions that actually influence trust, loyalty, advocacy and long-term value.
As a result, organisations often find themselves optimising small elements to move scores by a few points but miss the bigger drivers of growth. They struggle to directly link CX improvements to financial impact and end up managing the metric instead of improving the experience.
Traditional metrics like NPS, CSAT and CES were designed for a pre-omnichannel world – before apps, social platforms, marketplaces and AI assistants reshaped how people choose, buy and complain. These metrics alone are no longer sufficient.
The problem isn’t that traditional CX metrics are wrong. It’s that they’re retrospective.
Customers don’t experience your organisation in isolated moments, they experience it as a relationship over time.
By the time a low score appears, they’ve already decided how they feel about you, and that feeling will determine whether they still trust you enough to stay, return or recommend you.
When experience is only measured after the fact, it’s harder to show how it creates value so investment stalls and CX becomes a reporting function rather than a strategic one.
Measuring how much your customers trust you strengthens the traditional metrics, it helps organisations understand what’s driving the highs and lows so they can focus efforts on the moments that matter – the moments that drive trust.
Human decision-making is emotional. If you only measure behaviour, you can optimise flows, journeys and efficiency while quietly eroding trust or affinity.
Ironically, emotional insight already exists across most organisations, but it’s rarely measured consistently, at scale, or in a way leaders can use it to make decisions. It lives in unstructured feedback in call transcripts, complaints, reviews, social media posts, chat logs, and open-text survey comments, for example.
Emotional blind spots create risk:
Closing this gap means treating emotional outcomes as a measurable part of performance, not a soft, secondary concern.
And that requires a different approach to CX measurement.
Trust made measurable
At Engine, we understand where trust is being built or broken and what that means to your business.
Powered by Adoreboard, we work with organisations to measure trust - connecting human emotion to financial value, ensuring CX strategies stand up to real customer expectations, enabling teams to drive CX initiatives forward and measure their impact.
We focus on three core questions:
Rethinking what we measure
Customer experience is a true driver of growth, so it needs to be measured in a way that reflects how customers make decisions.
That means moving beyond satisfaction, beyond isolated touchpoints, and beyond managing scores for their own sake.
If you’re serious about using CX as a growth lever for your business, it’s time to rethink what you measure and why. Get in touch to talk about how we can help you measure trust and design for it.