MIT & Genesys proves CX Drives Competitive Advantage, Urging Workforce Transformation

Read the Report

In a global study led by MIT Technology Review and backed by Genesys, 800 senior executives revealed a striking disconnect: while nearly all agree that customer experience is critical to brand differentiation, few are addressing the root challenge—supporting and retaining the people who deliver it. As CX roles evolve with AI, hybrid work, and rising customer expectations, organizations must rethink outdated staffing models and invest in employee experience as a strategic priority. This report highlights how the most forward-looking brands are aligning workforce strategy with CX excellence to stay competitive in a changing economy.

Key Findings from the Report

• 87% of business leaders consider customer experience (CX) a key strategic differentiator, yet only 32% view high CX employee turnover as a serious challenge—despite rising recruitment costs and staff burnout.

• 84% of organizations report that hybrid or remote work helps retain CX staff, citing lower stress and improved mental health as major benefits.

• Fully remote CX teams are expected to double by 2024, reaching 40% of the workforce, while hybrid models grow in parallel.

• 71% of leaders see learning and development as the most urgent area for improvement in the CX employee lifecycle.

• 90% plan to adopt AI-powered tools like chatbots, agent-assist tech, and sentiment analysis to boost performance and real-time coaching.

• Job-sharing, gig work, and internal mobility are all on the rise, with 93% of organizations expecting to implement job-sharing within two years.

The CXF Take

The MIT Technology Review and Genesys whitepaper—featuring data via genesys—exposes a critical inflection point in the evolution of customer experience. For all the technological strides companies have made since the pandemic—personalization, automation, omnichannel platforms—there's one area still lagging: the employee experience. This report doesn’t just underline the problem; it offers a blueprint for the solution.

At CXF, we see this as the dawn of a new era: one where customer satisfaction can no longer be separated from workforce wellbeing. What stood out most is the persistent "people paradox": nearly 9 in 10 leaders say CX defines their brand, but most are more focused on hiring new agents than keeping the ones they already have. In an age where CX expectations are higher than ever, this reactive mindset is unsustainable. Recruiting is getting harder, and customers are less forgiving of inconsistent service.

The next phase of CX innovation is internal. Retaining and upskilling contact center teams—while arming them with empathetic, AI-enabled tools—is where the most forward-thinking organizations are now focusing. Career pathing, flexible schedules, and investment in mental health aren’t soft perks—they’re competitive strategy. And when 98% of leaders say data and analytics are the most important CX skills of the future, it's clear the role of the contact center agent is shifting from script-follower to insight-generator.

For CX leaders, the challenge is structural: redesigning work environments that are hybrid by default, powered by AI, and rooted in employee autonomy. This is about more than call centers—it’s about future-proofing customer trust. Brands that center both customers and the people who serve them will be the ones delivering truly differentiated experiences in the years ahead.