A couple of days at CX Live Manchester reinforced just how quickly the conversation around AI is evolving. The question is no longer whether organisations should adopt AI, but how they do so in a way that improves customer outcomes while maintaining trust, governance and good judgement.
One theme that came through repeatedly was the gap between building AI and deploying it effectively. Kornelia Papp, Group Head of Conversational AI and Automation, Zurich Insurance, shared that GenAI has made it possible to develop proof of concepts 10–20 times faster than before but taking those ideas into production still requires the same discipline, governance and organisational change it always has. The technology is moving quickly; confidence in deploying it into real-world environments appears to be developing at a much steadier pace.
That was reflected in several discussions throughout the event. AI was described as a “promising intern”- capable of impressive things, but still requiring oversight, guidance and someone to check its homework. It is a useful analogy, because whilst AI is becoming increasingly capable, few organisations are yet comfortable removing human judgement from important decisions.
David Floyd, Executive Director, Permira, explored AI’s transition from being a feature to becoming a utility, highlighting the importance of understanding its limitations alongside its potential. Ben Scales, Head of Sales, Elephants Don’t Forget, reinforced a similar message, focusing on governance, human oversight and the need to consider the impact AI has not only on customers, but also on employees and brand reputation.
Adrian Harvey, Co-founder and Chairman of Elephants Don’t Forget, added another important dimension in his keynote by exploring what a healthy AI–human balance looks like in practice. Rather than focusing solely on technology, he argued that organisations need to place equal emphasis on developing their people. As AI takes on more routine activity, the conversations left for people become more complex, increasing the need for competent, confident and empowered employees who can apply judgement, empathy and experience when it matters most. Competence builds confidence, confidence encourages better decision-making and, ultimately, more consistent customer experiences. The challenge is not to choose between people and AI, but to ensure they work together in a way that benefits employees, customers and the organisation alike.
It was also interesting to hear that many organisations are still in the early stages of exploring AI, reflecting a cautious approach to adoption rather than a rush towards automation.
There was also a broader discussion around the relationship between customer experience and commercial performance. Better customer experience undoubtedly contributes to revenue, but trust and loyalty are rarely built through short-term efficiency alone. Sustainable improvements tend to come from consistently delivering better experiences over time, with AI acting as an enabler rather than the objective itself.
Marianne Withers, Founder & Director, Withers Jones, offered an interesting perspective during her keynote by asking everyone to stand, find their pulse and then sit down once they felt it.
“That is what makes us human.”
It was a simple way of reinforcing an idea that appeared throughout the event: the future is unlikely to be about choosing between people and AI, but about designing organisations where people, technology and processes work together more effectively than they do today. The challenge is not to replace one with the other, but to ensure the relationship between them is balanced, complementary and ultimately beneficial for both employees and customers.
The same thinking could be heard across many of the sessions. Katja Forbes, CX strategist and author, challenged delegates to consider a future where organisations increasingly design experiences for machine customers as well as human ones. Ben Booth, CEO, MaxContact, shared practical operational insight, while David Bovis, Partner at Duxinaroe Ltd, reminded us that individuality remains one of our greatest strengths. Alongside the many panel discussions across both days, there was a consistent recognition that technology alone is unlikely to be the differentiator.
If there was one thread connecting the event, it was that successful organisations are unlikely to be those that simply deploy the most AI. They are more likely to be those that combine technology with capable people, thoughtful leadership and a sustained focus on improving customer outcomes. As AI continues to evolve, maintaining that balance between human competence and technological capability may prove to be one of the defining leadership challenges of the next few years.