Where Intent Dies: The Execution Gap

According to Forrester, CX quality in the US has fallen to an all-time low for a third year, underscoring the urgency of better listening and closed-loop action.

Evidence across leading analysts and consultancies shows a persistent execution gap. Companies say they value customer input, yet few consistently act on it. McKinsey reveals a disconnect between the intent to prioritize customer needs and the reality of executing on that commitment:

• 63% of leaders cite customer feedback as a top source of growth ideas
• 15% consistently incorporate customer input
• 14% use technology to predict customer needs
• 23% regularly engage customers to ensure offerings deliver real value

The bottom line: “Few leaders take the necessary actions to put customers at the center.” This execution gap is where ABM and AI strategies risk failing. Without consistent action, customer-centricity remains a slogan, not a driver of pipeline and growth.

The Dual VoC Playbook for ABM Success

“Successful CMOs rely on advanced analytics and customer insights, track KPIs tied to business results, and serve as the voice of the customer at the executive table.” — Deloitte/WSJ

A robust VoC strategy, including structured non-sales, one-on-one conversations, is critical to ABM and AI-driven GTM success. VoC strategies can’t be limited to surveys alone. “Customer-focused organizations have a future-proof VoC program that looks beyond surveys to analyze unstructured, unsolicited feedback. Only then can they better understand and monitor customer experiences. That’s especially important, because transactional surveys capture feedback for only five of 100 interactions.” — Forrester

The problem is underscored by the lack of direct customer conversations and the fact that  “Bad surveys still rule.” At the practice level:

• 96% of programs collect surveys
• 67% are effective at solicited structured feedback
• 50% at solicited unstructured feedback
• Too many send surveys that “feel like interrogations”

“To bring a really good pipeline that will close, it’s only if we understand the customer. We need to spend time with customers. There is nothing more important you can do.” — Efrat Ravid, Value Accelerator Advisor with Goldman Sachs and 3x B2B CMO

“Customer Surveys Are No Substitute for Actually Talking to Customers.” — Harvard Business Review

In ABM, where customer intimacy is the differentiator, this dual strategy—structured analytics plus real conversations—unlocks insight that drives both pipeline quality and close rates.

The Clear Path Forward: Growth Led by the Customer

“Voice-of-customer analysis can provide a starting list of disruptive ideas.” — McKinsey

“Customer experience (CX) is of paramount importance. CX is a critical differentiator and pivotal for business value and growth.” — McKinsey

The voice of the customer isn’t a support function; it is the path forward for creating customer-obsessed, innovative, highly differentiated, and sustainably growing businesses. 

“Our campaigns always perform better when the voice of the customer precedes ours.” — Jamie Gier, 3x B2B CMO

The world’s leading consultancies are unanimous: long-term advantage comes from making VoC the heartbeat of strategy.

Yet, a critical question remains: Why do so many C-suite executives focus on internally crafted ideas when the highest authority on the future of the business, the customer, is waiting to be heard? Until executives answer this honestly and redirect alignment around the customer’s voice, growth strategies will remain fragile in a marketplace that rewards only the boldest listeners.