Key customer service trends in 2026 – Insights from Axendi experts

Key insights

• Operations, technology, and Customer Experience now form a unified system that directly shapes business performance and organizational adaptability.
• Competitive advantage comes from combining automation with human judgment — particularly where relationships, context, and trust are critical.
• Organizations are moving from task-based execution to outcome-based accountability, where CX actively supports business results,
  security, quality, and consistency of experience are becoming core drivers of trust in technology-enabled environments.
• The growing importance of skills and learning agility is reshaping how organizations approach hiring and development, with greater focus on potential rather than past experience.

Customer Experience is embedded in daily operations. It emerges at the intersection of technology, data, and team execution — and the way these elements are connected determines service quality, cost efficiency, and operational stability.

As highlighted in the KPMG report Total Experience: Redefining Excellence in the Age of Agentic AI. Global Customer Experience Excellence 2025–2026, organizations that integrate these elements into end-to-end processes are better positioned to deliver consistent, personalized, and frictionless experiences.

In this article, Axendi experts outline the key shifts shaping the new operating model — from outcome-based approaches and agentic AI to predictive quality and the evolving roles of agents, managers, and HR.

Technology as part of the customer service operations ecosystem

A few years ago, the conversation focused on tools. Today, it centers on the operating model itself. Technological transformation now spans the entire operational environment — from back and middle office, through customer interactions, to the decision-making layer. Automation is embedded in daily operations and shapes how processes are executed.

In this context, technology functions as operational infrastructure, structuring how the organization operates and delivers customer experience.

“Automation is becoming a core part of how operations are designed and run. It supports back- and middle-office processes, customer interactions, and self-service, while decisions in this area directly influence how the organization functions day to day.”

Ewa Czarnecka, CEO

A natural consequence of this shift is a change in how the role of people is understood within the organization. Technology expands team capabilities and enables them to handle more complex tasks that previously required deeper experience or additional support.

AI solutions support operations by improving process efficiency and strengthening learning and development, which directly translates into higher service quality and more consistent execution. As a result, organizations operate faster and with greater effectiveness.

“Technology will increasingly support people in handling more specialized processes, enabling individuals at earlier stages of their careers to develop their skills and gradually take on tasks that previously required greater experience or specialized expertise.”

Krzysztof Banaś, Operations and Client Director

Agentic AI remains one of the key development trends in operations and customer service. Increasingly, we see solutions where systems not only respond to inquiries, but actively support process execution, decision-making, and task management.

At the same time, the scale of technological transformation requires a cautious and responsible approach. Implementing advanced AI solutions should go hand in hand with a clear understanding of processes, organizational readiness, and the gradual development of team capabilities — ensuring that the change is sustainable and genuinely supports day-to-day operations.

“The pace of adopting advanced technologies varies across organizations. This makes it important to focus on implementations that genuinely support operations, are clear and usable for teams, and allow for the gradual expansion of AI in customer service. At Axendi, we approach this transformation in a balanced and pragmatic way. We steadily expand the use of technologies such as voicebots, AI assistants, and analytics tools, ensuring that change is introduced in a controlled, evolutionary manner that supports long-term operational stability.”

Ewelina Kowalczewska, Site Director

According to the KPMG report “Total Experience: Redefining Excellence in the Age of Agentic AI. Global Customer Experience Excellence 2025–2026, organizations are increasingly focused on building environments that connect customer, employee, and partner experiences, along with digital channels, into a single, cohesive and intelligent ecosystem.

This model is built on several key principles: designing experiences around customer needs, using data for personalization and continuous improvement, integrating processes and technology across functions and channels, empowering employees through the right tools and decision-making capabilities, and treating technology as the foundation of every interaction.

“‘Hybrid Excellence’ is emerging as a defining strategy for the years ahead. It brings together the precision of automation with the distinct value of human judgment. In an increasingly digital environment, real advantage lies in knowing when speed and scale matter — and when customers expect expertise, context, and cultural understanding. The future of Customer Experience is not a choice between technology and people, but the ability to orchestrate their strengths into one cohesive system.”

Monika Röhr-Łukasik, Head of Advisory & International Growth

This approach is particularly evident in sensitive sectors, where technology does not replace human relationships but helps structure and support the customer or patient journey.

“Technology support is expanding beyond appointment scheduling to include guidance on selecting the most appropriate type and format of consultation, tailored to the patient’s needs and the nature of their condition. AI is also playing a growing role in supporting medical and administrative teams across the patient journey — from the first point of contact, through assistance during interactions, to automated note-taking during visits, as well as the analysis and evaluation of communication quality. These solutions aim to improve service quality, increase consistency in communication, and reduce the administrative workload placed on staff.”

Aleksandra Brzozowska, Project Manager

The evolving role of team leaders

The future of operations also requires greater focus on the role of the team manager. In an environment of rapid transformation, much of the attention is placed on AI and frontline capabilities, while the managerial layer is often overlooked. Yet it is precisely this role that is undergoing one of the most significant changes.

“As AI plays a growing role in decision-making, process monitoring, and execution, the role of the contact center manager is shifting from task supervision toward coordination and orchestration. Managers are now responsible not only for leading people, but also for managing how teams and AI-driven systems work together.This shift requires a different skill set — including analytical thinking, the ability to interpret data, manage AI-supported processes, and translate insights into operational decisions.

A similar change is visible in analytics. The importance of entry-level, execution-focused roles is declining in favor of specialists who can effectively work with AI tools, validate outputs, and apply professional judgment. Work is becoming faster and more automated, while increasingly relying on critical thinking, contextual understanding, and accountability for decisions.”

Tomasz Rabiczko, CTO

This is no longer a conceptual shift or a matter of direction — it is a fundamental change in how operational teams work, shaping day-to-day decisions, execution speed, and the way work is managed.

“We see this clearly in the projects we deliver. The teams that adapt fastest to the new way of working are not those that simply adopt new tools, but those where managers can orchestrate collaboration between people and systems and consciously manage the pace of change.

There is another important dimension to this shift. AI systems are no longer limited to supporting conversations — they are increasingly able to execute processes, integrate with external systems, and take action. The transition from systems that respond to systems that act fundamentally changes what we expect from both technology and the people working with it every day.”

Tomasz Rabiczko, CTO

Security as part of the customer experience

In a digital environment, customer experience extends beyond convenience and speed to include a sense of security and trust. Increasingly, this becomes the starting point for how customers evaluate their interactions with a brand.

Security is now an integral part of the customer experience, shaping the sense of control, confidence, and overall credibility of the organization.

“Security and trust are becoming core dimensions of Customer Experience. In a world where AI can generate highly realistic voices and images, customers pay closer attention to who they share their data with and who they are actually interacting with. Credibility, transparency of processes, and the assurance that services are delivered by real organizations and accountable people are gaining importance alongside speed and convenience.

At Axendi, we treat security as a core part of how operations are designed and managed. We maintain high standards in data protection and business continuity, supported by both technical and organizational measures. We have obtained ISO 27001 certification and continue to develop our security capabilities, ensuring they remain aligned with operational requirements and evolving risks.”

Ewa Czarnecka, CEO

At the same time, the market context is evolving. The development of generative technologies is making the line between what is authentic and what is generated increasingly blurred. As a result, security is taking on not only a technical dimension, but also a relational one.

“In a world where AI can realistically replicate voice and image, security extends beyond technology and becomes a core element of the customer experience. Customers are increasingly selective when choosing brands and BPO partners, looking for transparency, authenticity in interactions, and strong data protection standards.

Process outsourcing today combines cost efficiency with responsibility for digital security and the quality of customer relationships. The ability to protect information, ensure credible interactions, and maintain operational stability is becoming a key factor in building trust in technology-driven environments.”

Krzysztof Banaś, Operations and Client Director

From task-based execution to outcome-based models

Operations are increasingly evaluated not by whether tasks have been completed, but by the outcomes they deliver. This marks one of the most significant shifts in recent years — a move away from task-based execution toward outcome-based accountability.

“We see a clear shift toward outcome-based models. Organizations expect more than service delivery — they expect a measurable impact on business objectives. AI-driven transformation reinforces this direction, increasing the need for solutions that deliver tangible results within defined timeframes and cost structures.

From an operational perspective, this means looking beyond individual tasks and focusing on how the entire process and customer journey perform. Based on our experience, the most effective improvements come from addressing the full operating model, not just isolated elements.

This is why Axendi focuses on deep specialization and an advisory-led approach, supporting clients in shaping solutions that deliver real, measurable outcomes.”

Ewa Czarnecka, CEO

This shift is changing how organizations approach Customer Experience. CX is increasingly seen as a direct driver of business performance and a core element of operational management and organizational development.

“Customer Experience remains one of the key areas of focus for organizations. This is driven by evolving market challenges and changes in sales models, particularly in e-commerce, where growth does not always meet earlier expectations.

In this context, the quality of customer service becomes a real driver of business performance. Products increasingly operate as part of a broader experience, with Customer Experience becoming an integral element of the overall offering.”

Aneta Nurzyńska, Multilingual Services Director

Looking more broadly, we see clear shifts in how operations are managed and how the competitive landscape is evolving. Organizations are moving beyond discussing change and are actively implementing it, building concrete capabilities and operational strength.

“Looking at the latest Customer Experience reports in Poland and globally, there is little doubt that we are at a defining moment that will shape the competitive landscape for the next decade. As an industry, we have moved beyond simply talking about the customer and are now building systems designed to truly understand their needs and respond in a holistic way.

We are entering a phase where organizational maturity is becoming just as important as technological innovation. At the same time, we see global operating strategies evolving toward more balanced and sustainable models.”

Monika Röhr-Łukasik, Head of Advisory & International Growth

Flexibility

One of the most visible expressions of this shift is how customer journeys are designed. Flexibility is increasingly about deliberately shifting toward models that are more convenient for customers and more efficient operationally, rather than simply expanding the number of channels.

Greater emphasis is also being placed on leveraging customer feedback and real needs — not only to resolve individual issues efficiently, but to improve entire processes and eliminate the root causes of problems before they occur again.

This trend is particularly evident in e-commerce, where organizations aim to reduce contact rate — the number of interactions relative to transactions. This is achieved through data analysis, building insights from customer inquiries, and implementing targeted process improvements that reduce the need for future contact.

“There is a clear and growing shift toward self-service models. More organizations are actively guiding customers toward digital channels such as apps and portals, encouraging self-service through incentives like discounts or simplified resolution paths. Self-service is no longer an add-on — it is becoming an integral part of the overall service strategy.

As a result, organizations are becoming more flexible in their CX decision-making. Those that previously approached self-service with caution are increasingly adopting these solutions, recognizing both changing customer expectations and operational benefits. This trend highlights how service models are evolving, with a growing willingness to test and implement new approaches as part of building customer experience.”

Aneta Nurzyńska, Multilingual Services Director

Regional specialization

Globalization of operations is entering a new phase. The focus is shifting from where it is cheapest to where specific capabilities perform best.

“Rather than viewing global markets through the lens of simple competition, we are seeing a growing role of regional specialization. Organizations are increasingly designing their CX ecosystems by leveraging the distinct strengths of different locations:

Nearshore model (capability-driven partnership): Regions such as Poland continue to strengthen their position through cultural alignment, advanced language capabilities, and a strong understanding of European markets. This model is well suited for complex interactions that require empathy, contextual understanding, and advisory support.

Offshore model (scale optimization): Traditional offshore centers are evolving into highly standardized and efficient centers of process excellence. They play a critical role in high-volume operations where speed, consistency, and broad service availability are key.”

Monika Röhr-Łukasik, Head of Advisory & International Growth

From monitoring to intelligent quality management

Quality in operations is evolving beyond sample-based reviews and retrospective analysis. It is becoming continuous, system-driven, and increasingly predictive.

“Quality assurance processes are increasingly supported by technology that enables the evaluation and validation of 100% of interactions. This approach allows organizations to optimize resources previously allocated to quality control, while placing greater focus on customer experience and the continuous improvement of service standards.”

Krzysztof Banaś, Operations and Client Director

As quality moves beyond manual verification, the role of data is changing. It is no longer used only to assess what has already happened, but increasingly to anticipate outcomes and support more informed process management.

According to the Zendesk report Lead in the AI Era with Contextual Intelligence, 83% of leaders believe that current customer experiences still need improvement. This highlights a key gap — automation alone is not enough. What is often missing is context: the ability to interpret data within the specific situation of the customer, and translate it into better decisions and more meaningful experiences.

“Organizations are increasingly using predictive models and AI algorithms to identify intent, anticipate needs, and detect risks — such as dissatisfaction or churn — based on signals from multiple channels. Intelligent CRM systems support this by providing automated recommendations and tailoring communication, ensuring that both the offer and the service approach align with the customer’s history, preferences, and context of interaction.”

Marcin Raczyński, Key Account Manager

This level of technological support is also reshaping how operational standards are defined, including areas that were previously considered non-negotiable.

There is also a noticeable shift in how language skills are approached. Under cost, technological, and operational pressures, organizations are becoming more flexible in their language requirements. Models based on B2–C1 proficiency levels are increasingly accepted, rather than relying solely on native or near-native speakers — supported by technology and well-defined quality standards.

Organizations are placing greater emphasis on operational efficiency and resource availability, recognizing that communication does not need to be linguistically perfect as long as it remains clear and effective. This is another area where flexibility becomes a key principle — both in how resources are managed and how service models are designed.

Aneta Nurzyńska, Multilingual Services Director

Where relationships matter, people still make the difference. The more processes are taken over by technology, the clearer it becomes where the human role is essential. Automation brings structure and efficiency, but people remain critical in moments where trust, emotions, and non-standard decisions are at stake.

It is in these moments that real value in the customer relationship is created. Data from Ipsos CX Global Insights shows that emotional engagement directly translates into higher CX scores and greater customer lifetime value (CLV).

The role of people is not diminishing — it is becoming more focused. It concentrates where algorithms are not enough, where experience moves beyond process and becomes a relationship.

“Maintaining the right balance between automation and the human approach remains essential. Technology should enhance customer experience, streamline processes, and improve service accessibility, while human interaction continues to play a key role in moments that require empathy, understanding, and trust. It is the effective combination of human capabilities and technological potential that defines the quality of modern customer service.”

Marcin Raczyński, Key Account Manager

This shift is particularly visible in sensitive sectors, where technology can improve processes, but it is people who build a sense of security and understanding.

It is therefore no surprise that, as highlighted in the KPMG report, the healthcare sector achieves the highest Customer Experience scores (7.90), reflecting growing organizational maturity in managing patient relationships.

“The importance of patient centricity and Patient Experience (PX) continues to grow. Patient experience is becoming a key measure of healthcare quality. Increasing attention is being given to mapping the patient journey before, during, and after the visit, with PX understood as a continuous experience rather than a series of individual interactions.

At the same time, the human touch remains essential. In an environment increasingly supported by technology, empathy, the ability to understand patient emotions, and clear, confident communication remain critical skills for contact center teams and medical staff alike. It is the combination of a well-designed patient experience and human attentiveness that ultimately determines the quality of care.”

Aleksandra Brzozowska, Project Manager

Skills-based recruitment

Organizations are moving away from evaluating candidates solely based on experience, treating recruitment as a business decision rather than just an HR process.

Skills-based recruitment focuses on assessing candidates primarily through their capabilities, ways of thinking, and behavior in practice, rather than relying only on past roles or job titles listed in a CV.

This approach reduces the risk of misaligned hiring decisions, as candidates are evaluated through tasks that reflect real working scenarios.

“The importance of Skills-Adjacent Hiring is growing, based on the idea that an organization’s key capability is the speed at which it can learn. In a rapidly changing environment, organizations assess not only what employees can do today, but how quickly they can develop the skills needed tomorrow.

In this context, the role of Learning and Development is shifting from organizing training to building capability. Rather than focusing solely on skill gaps, organizations are mapping transferable skills and investing in so-called future skills — such as critical thinking, complex problem-solving, adaptability, emotional intelligence, and resilience. These capabilities enable faster acquisition of new, technical skills.”

Katarzyna Wawruch, Quality and Training Manager

Insights from the SAP Future of Work Research Lab highlight a clear relationship: 58% of employees say their motivation to learn new skills would increase if decisions were based on capabilities rather than formal qualifications. Also, 52% say they would be more motivated to further develop their existing skills.

“A skills-based recruitment model increases transparency from the very first stage, improves role fit, and leads to lower attrition — resulting in tangible cost savings. At the same time, a more transparent hiring process strengthens employer branding and attracts candidates who are better aligned with organizational needs.”

Paulina Zając, HR Director

As organizations place greater emphasis on skills, the recruitment process becomes more complex and increasingly data-driven. Evaluating candidates requires not only analysis, but also structured comparison of skills, potential, and fit for specific roles and work scenarios.

At this stage, technology plays a practical role in supporting decisions and processes — helping to organize information, scale activities, and enable more accurate hiring decisions.

“Artificial intelligence and automation are becoming key enablers of HR processes — from recruitment and employee development to experience management and data analysis. They streamline initial candidate screening, organize information, and automate communication with candidates and teams, including invitations, surveys, and elements of exit interviews.

Bots also play an important role in supporting day-to-day work by answering questions related to onboarding, KPIs, procedures, and training. The goal of these solutions is to reduce the burden of repetitive tasks, improve access to information, and provide stronger support for employee development.”

Paulina Zając, HR Director

The shift in recruitment approach is part of a broader transformation in how organizations develop capabilities, support employees, and build competitive advantage. Skills are increasingly shaping the direction of organizational growth and becoming a key factor influencing business performance.

“For years, Learning and Development functions measured success by the number of completed modules and training hours. In a rapidly changing environment, this model is no longer aligned with business realities. There is a clear shift from a “skills-based organization” to a “skills-led transformation.” This reflects a change in perspective — skills are no longer just part of the organizational structure, but a key driver actively shaping business transformation and future direction.”

Katarzyna Wawruch, Quality and Training Manager

Building an authentic employer brand

At the same time, the way organizations build their employer brand is evolving. Employer branding is no longer a communication-driven initiative, but the outcome of everyday managerial decisions and the actual employee experience.

Trust, transparency, and authenticity are the foundations of effective people management. The role of leaders in shaping a credible employer brand is critical, as everyday actions and management style directly influence the employee experience.

Organizations are increasingly moving away from declarative approaches to employer branding toward greater alignment between communication and operational reality.

Paulina Zając, HR Director

In practice, this means a stronger focus on the real employee experience as the foundation of employer branding. An authentic employer brand is shaped by what employees actually see and experience in their day-to-day work.

Initiatives based on real employee voices are becoming increasingly important — such as ambassador programs, internal and external podcasts, and so-called “people stories” that present everyday work from different perspectives.

Conclusions

The trends outlined above point to a common direction: operations are becoming an integrated system where technology, data, and people collectively shape both customer experience and business outcomes. Automation brings scale and consistency, data strengthens decision-making, and the role of people becomes more focused on areas that require responsibility, empathy, judgment, and trust.

Organizations are increasingly accountable for outcomes, operational stability, and the consistency of experience — from security and interaction quality to capabilities. Competitive advantage will belong to those that can effectively combine technological advancement with process maturity, strong human capabilities, and clear accountability for results.