Archives: Agenda

CX is a discipline within most organisations, sitting on the edge of marketing, relationship management and product design. Rather than just a job spec, shouldn’t CX be embedded in every job description?

• How can senior leaders move CX to the top of the pile?
• How can CX thinking impact internal culture?

Whilst AI is reshaping customer support at pace, the experience for many customers and particularly those who are vulnerable, is falling short. Our latest research shows 88.3% of senior decision makers believe AI can improve customer outcomes, however only 23% are confident their approach is not increasing the risk of bias or digital exclusion.

• 74% of customers admitted they have felt like given up whilst trying to get help from their bank, insurer, or provider – what is the root cause behind this?
• With only 31% sandbox-testing their AI systems for biased or unethical outcomes before deployment, how can you improve your outcomes with practical design principles?
• How can you understand where customers struggle, what good looks like for them, and then designing services around those needs?

What are the shifts in CX with the advent of AI, how can you create an intelligent CX without the friction, which can be adopted by financial services?

• What do you need to know about the three agentic AI led transformations in CX; conversational, generative, and orchestrated?
• From the lens of AI, how are dynamic experiences curated?
• Why do CXO’s struggle with AI adoption, where does the organisation friction exist, and how can you accelerate AI adoption across people, processes and technology.

AI is becoming the new front door to every business. As customers increasingly turn to Answer Engines like ChatGPT for answers, Financial Institutions must adapt.

• What are customers are asking about financial services?
• How is AI shaping discovery and decision-making?
• How can you ensure your brand becomes the answer when it matters most?

Asking to speak to a human is a common request when contacting a call centre. How do you ensure complex, or emotional customer issues always defer to human interaction, while delegating lower level inquires to chatbots or self-service?

• How can firms achieve this without making the customer abandoned in times of need?
• How can contact centre employees feel confident that they have the right tools and resources to do their jobs.

The AI Delivery Map: Where It Fits, Where It Stalls, and Where to Start

Ask any senior leader in financial services about their AI strategy and you’ll get a confident answer. Ask them how many of these initiatives are improving customer experience and outcomes, either directly or indirectly, and the room gets quieter.

• Learn with real-world examples and insights from CreateFuture’s work delivering AI transformation across financial services
• Map AI opportunities and constraints across the full-service delivery chain, share experiences with peers on the same journey, and leave with proven strategies to accelerate progress.
• Understand what is standing in the way, whether that’s legacy tech, data quality, regulation, or internal buy-in, and how others are working around it
• Leave with a clearer sense of where AI could add real value, whether that’s direct customer interaction, through improving end-to-end customer service delivery, with proven strategies to accelerate your AI programme.

The conversation is no longer about whether to adopt AI in the contact centre, it is about how to deploy it for real, measurable outcomes. What is the evolving reality of agent experience, revealing the “hidden tax” draining productivity and the rising complexity facing tomorrow’s workforce?

• What are the four critical trends shaping agent performance, retention, and customer satisfaction?
• Instead of replacing, how can AI augment agents, removing friction, adding automation, and enabling better decisions in real time?
• How can you move beyond pilots and focus on targeted, outcome‑driven AI deployments that deliver immediate impact

Better customer communications don’t come from better wording alone. They require organisations to align people, processes, and technology around a clear customer communications strategy.

• What wider business changes are needed to deliver clearer, more effective communications?
• How can you improve customer understanding, outcomes, and trust?
• How can stronger communications drive better business performance with greater engagement, efficiency, and consistency.

Is the UK creating a global benchmark for regulatory standards in financial services?