CS Radar

A free assessment of your company's Customer Success maturity. 5 questions, and your result appears on the spot.

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1. How does Customer Success (CS) align with your company's overall strategy and business objectives?There is no formal alignment; CS is seen mainly as reactive support, focused on solving immediate problems.Alignment is in its early stages; a CS function exists, but its goals (such as retention or revenue) are barely integrated with the company's strategic objectives.There is some alignment; CS goals are recognized (e.g., reducing churn), but integration with the core business strategy is limited.Alignment is clear and formalized; CS goals (retention, expansion, LTV) are an integral part of the company's business objectives.CS sits at the center of the strategy; the organization operates with a "Customer Centric" mindset, and customer success drives strategic decisions.

2. To what extent does your company use CS data and metrics (KPIs) to understand and drive customer success?We use a few basic metrics (e.g., revenue, gross churn) reactively, without in-depth analysis to identify root causes.We collect some CS metrics (e.g., revenue, churn, upsell), but the analysis is manual and its use for proactive decisions is limited.We track a set of metrics (including a basic health score); the data feeds reporting, but it does not proactively guide most operational actions.We use a robust set of KPIs (including a detailed health score and leading/lagging indicators); data supports proactive analysis and operational decisions.Our CS strategy is data driven; advanced data and metrics are built into every strategic and operational decision, with a focus on continuous optimization and on forecasting outcomes.

3. How are the day-to-day CS operational processes (e.g., onboarding, adoption, retention, expansion) structured and executed?Processes are informal and reactive; CS actions vary widely from CSM to CSM and from customer to customer, with no standardization.Defined processes exist for some stages (e.g., basic onboarding), but playbooks, automation, and a clear view of the full lifecycle are missing.We have defined processes and playbooks for the key stages (onboarding, adoption, basic relationship management); risk and expansion management is early-stage or reactive.Our processes cover the full customer lifecycle (onboarding, adoption, retention, expansion, advocacy); we use tools and basic automation (touch models).We have optimized, scalable, proactive processes for the entire lifecycle (end-to-end), supported by technology and advanced automation ("smart touch", one-to-many).

4. What is the level of collaboration and influence between CS and other internal teams (Sales, Product, Marketing, Leadership)?Collaboration is minimal; CS works in isolation and has little voice to advocate for customer interests internally.Some formal communication exists, but the customer's perspective has limited influence on other teams' decisions (e.g., the product roadmap).We have communication rituals with some teams (e.g., feedback for product improvements); the customer's perspective is beginning to be considered in some decisions.Collaboration is active with the main teams (Sales, Product, Marketing); the customer's perspective influences roadmaps, sales strategies, and solution development.CS is an internal strategic partner ("trusted advisor"); the voice of the customer drives organizational culture and decisions at every level, earning the trust of senior leadership.

5. How does your company make sure customers get real value and reach their business goals with your solution?There is no formal process to ensure or measure the value delivered or whether customers reach their goals; we focus only on the initial activation of the product/service.We measure basic product usage; we try to identify whether the customer is using the core features, but with no clear link to their goals.We have processes to understand the customer's initial goals and to monitor functional usage; measuring the real perceived value or the impact on the customer's business happens only occasionally.We actively define and track "Success Moments" (moments of truth tied to the customer's business results); we pursue value co-creation and demonstrate the impact of the solution.A focus on outcomes and perceived value is embedded in our culture and processes; we use frameworks and metrics (e.g., time-to-value) to continuously optimize the customer journey toward success and to prove ROI.

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