ISO/IEC TS 20000-18

FINAL DRAFT
Technical
Specification
ISO/DTS 20000-18
ISO/IEC JTC 1/SC 40
Information technology — Service
Secretariat: SA
management —
Voting begins on:
2026-06-30
Part 18:
Guidance on the use of experience
Voting terminates on:
2026-08-25
management in a service
management system
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Reference number
ISO/DTS 20000-18:2026(en) © ISO 2026

FINAL DRAFT
ISO/DTS 20000-18:2026(en)
Technical
Specification
ISO/DTS 20000-18
ISO/IEC JTC 1/SC 40
Information technology — Service
Secretariat: SA
management —
Voting begins on:
Part 18:
Guidance on the use of experience
Voting terminates on:
management in a service
management system
RECIPIENTS OF THIS DRAFT ARE INVITED TO SUBMIT,
WITH THEIR COMMENTS, NOTIFICATION OF ANY
RELEVANT PATENT RIGHTS OF WHICH THEY ARE AWARE
AND TO PROVIDE SUPPOR TING DOCUMENTATION.
© ISO 2026
IN ADDITION TO THEIR EVALUATION AS
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BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO-
LOGICAL, COMMERCIAL AND USER PURPOSES, DRAFT
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on
INTERNATIONAL STANDARDS MAY ON OCCASION HAVE
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TO BE CONSIDERED IN THE LIGHT OF THEIR POTENTIAL
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TO BECOME STAN DARDS TO WHICH REFERENCE MAY BE
MADE IN NATIONAL REGULATIONS.
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Published in Switzerland Reference number
ISO/DTS 20000-18:2026(en) © ISO 2026

ii
ISO/DTS 20000-18:2026(en)
Contents Page
Foreword .v
Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Overview of ISO/IEC 20000-1 and ISO/IEC 20000-10 . 3
5 Introduction to experience management (XM) . 5
5.1 General .5
5.2 Experience level agreements .6
5.2.1 General .6
5.2.2 Aspects of an XLA .6
5.3 XM measurement types .7
5.4 XM framework .7
5.5 Values .8
5.5.1 General .8
5.5.2 Collaboration .8
5.5.3 Experience .9
5.5.4 Business impact .9
5.6 Elements .10
5.6.1 General .10
5.6.2 Strategy .10
5.6.3 Roadmap .10
5.6.4 Operational management .11
5.7 Success factors .11
5.8 Managing XM during delivery and operation . 12
6 Experience management in an SMS based on ISO/IEC 20000-1 .12
6.1 General . 12
6.2 Challenges . 12
6.3 Overcoming challenges . 13
6.4 Context of the organization . . 13
6.5 Leadership .14
6.6 Planning .14
6.6.1 Actions to address risk and opportunities .14
6.6.2 Service management objectives and planning to achieve them.14
6.6.3 Planning . 15
6.7 Support of the SMS . 15
6.7.1 Resources . 15
6.7.2 Competence .16
6.7.3 Awareness .17
6.7.4 Communication.17
6.7.5 Documented information .17
6.7.6 Knowledge.18
6.8 Operation of the SMS .18
6.8.1 Operational planning and control .18
6.8.2 Service portfolio .18
6.8.3 Relationship and agreement .19
6.8.4 Supply and demand . 22
6.8.5 Service design, build and transition . 23
6.8.6 Resolution and fulfilment . 23
6.8.7 Service assurance .24
6.9 Performance evaluation . 25
6.9.1 Monitoring, measurement, analysis and evaluation . 25
6.9.2 Internal audit . 28

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ISO/DTS 20000-18:2026(en)
6.9.3 Management review . 28
6.10 Improvement . 28
6.10.1 Non-conformity and corrective action . 28
6.10.2 Continual improvement. 28
Annex A (informative) Comparison of an XLA and an SLA .29
Bibliography .31

iv
ISO/DTS 20000-18:2026(en)
Foreword
ISO (the International Organization for Standardization) and IEC (the International Electrotechnical
Commission) form the specialized system for worldwide standardization. National bodies that are
members of ISO or IEC participate in the development of International Standards through technical
committees established by the respective organization to deal with particular fields of technical activity.
ISO and IEC technical committees collaborate in fields of mutual interest. Other international organizations,
governmental and non-governmental, in liaison with ISO and IEC, also take part in the work.
The procedures used to develop this document and those intended for its further maintenance are described
in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the different types
of document should be noted. This document was drafted in accordance with the editorial rules of the ISO/
IEC Directives, Part 2 (see www.iso.org/directives or www.iec.ch/members_experts/refdocs).
ISO and IEC draw attention to the possibility that the implementation of this document may involve the
use of (a) patent(s). ISO and IEC take no position concerning the evidence, validity or applicability of any
claimed patent rights in respect thereof. As of the date of publication of this document, ISO and IEC had not
received notice of (a) patent(s) which may be required to implement this document. However, implementers
are cautioned that this may not represent the latest information, which may be obtained from the patent
database available at www.iso.org/patents and https://patents.iec.ch. ISO and IEC shall not be held
responsible for identifying any or all such patent rights.
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and expressions
related to conformity assessment, as well as information about ISO's adherence to the World Trade
Organization (WTO) principles in the Technical Barriers to Trade (TBT) see www.iso.org/iso/foreword.html.
In the IEC, see www.iec.ch/understanding-standards.
This document was prepared by Joint Technical ISO/IEC/JTC 1, Information technology, Subcommittee SC 40,
Governance of IT and IT service management.
A list of all parts in the ISO/IEC 20000 series can be found on the ISO and IEC websites.
Any feedback or questions on this document should be directed to the user’s national standards
body. A complete listing of these bodies can be found at www.iso.org/members.html and
www.iec.ch/national-committees.

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ISO/DTS 20000-18:2026(en)
Introduction
The relationship between service providers and customers has changed over time. In the past, service
providers delivered services to customers who played a mostly passive role. This relationship has become
much more collaborative. Value is now co-created, meaning both the provider and the customer collaborate
to achieve the desired experience.
Figure 1 illustrates the development of this relationship, called the evolution of economic value. As offerings
become more differentiated, customized, and personalized, their value increases, and so does the price
customers are willing to pay. There are four main stages in this evolution:
a) Commodities — These are raw materials extracted from nature, such as agricultural or mining products.
They are standardized and low-priced. Examples are coffee beans and iron ore.
b) Products — These are items made from commodities based on design specifications. They are
manufactured to meet consumer needs. At this stage, manufacturers focus on return on investment
(ROI) and key performance indicators (KPIs). Examples are packaged ground coffee and tools.
c) Services — These are usually intangible and focus on performing business processes. Delivering
throughput and performance becomes important. A service supply chain can be used, and the overall
focus is on meeting service level targets and achieving ROI and KPIs. Examples are IT services and
service desk support.
d) Experiences — At this stage, businesses are staging memorable, personalized experiences rather than
just making products or providing services. The focus is on delivering value through the customer’s
overall experience. Tools such as customer journey mapping and design thinking are used to understand
and improve that experience. The main method to measure success from an experience perspective is
the experience level agreement (XLA2). Examples are customized services with a personalized customer
approach.
[14]
NOTE This figure is based on "The Experience Economy: past present and future".
Figure 1 — The evolution of economic value

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ISO/DTS 20000-18:2026(en)
In many service relationships, Service Level Agreements (SLAs) define performance targets. While some
SLAs include customer satisfaction measures, many focus mainly on operational and technical targets, such
as storage capacity, network errors, or processor performance. However, meeting operational and technical
targets alone does not guarantee that a customer’s business goals are achieved. Customer success depends
not only on operational and technical performance of the service provider but also on the customer’s
business outcomes and their experience with the services.
An XLA addresses this gap. It focuses on how customers experience the services. By measuring experience,
XLAs provide additional insight into whether services truly support and improve business outcomes.
Achieving XLA targets emphasizes collaboration, experience, and business impact, reflecting what
customers and service users genuinely need and expect.

vii
FINAL DRAFT Technical Specification ISO/DTS 20000-18:2026(en)
Information technology — Service management —
Part 18:
Guidance on the use of experience management in a service
management system
1 Scope
This document provides guidance on the use of experience management (XM) in a service management
system (SMS) based on ISO/IEC 20000-1. The target group for this document includes professionals and
organizations interested in using XM.
XM can focus on various aspects of experience with the services by customers, users, personnel, suppliers
and other interested parties.
XM practices are intended to optimize the value to interested parties and to improve the quality of the
services provided. XM is not a stand-alone methodology but should be integrated into the existing or new
SMS which is used to operate the services.
NOTE This document does not distinguish between organizations providing services to internal or external
customers (known as internal or external service providers). XM applies to internal and external service providers
and their respective suppliers.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content constitutes
requirements of this document. For dated references, only the edition cited applies. For undated references,
the latest edition of the referenced document (including any amendments) applies.
ISO/IEC 20000-1, Information technology — Service management — Part 1: Service management system
requirements
ISO/IEC 20000-10, Information technology — Service management — Part 10: Concepts and vocabulary
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO/IEC 20000-1, ISO/IEC 20000-10
and the following apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
3.1
continual improvement plan
CIP
document with improvement initiatives serving to improve the service delivery

ISO/DTS 20000-18:2026(en)
3.2
customer journey
series or sum of experiences (3.3) when engaging with an organization, its products or services
Note 1 to entry: “Series” is based on processes; “sum” is based on results.
[SOURCE: ISO 23592:2021, 3.8]
3.3
experience
perception provided, from the perspective of customers, users and other interested parties
[SOURCE: NEN 8038:2024, modified — in the definition, "of the services” has been removed, and "and other
interested parties” has been added.]
3.4
experience indicator
XI
indicator based on subjective measurements that reflect the experience
3.5
experience level agreement
XLA
documented agreement representing the organization's commitment to deliver a desired experience (3.3)
with the services
Note 1 to entry: This uses XIs (3.4) as measurements, connecting technical and operational performance to the
experience (3.3) of customers and other interested parties.
3.6
experience management
XM
process of measuring and improving the experiences (3.3) of an organization, across all touch points and
interactions
3.7
experience management office
XMO
function that focuses on the management of XM activities
3.8
experience reference matrix
XRM
matrix used to verify if the agreed XI (3.4) targets have been met, containing the results of X-data (3.16),
O-data (3.12) and T-data (3.15) measurements and their correlation
Note 1 to entry: XRM can be documented in a form of a report that contains interpretation of the results and identifies
trends and patterns.
3.9
inside-out perspective
view of the services from the position of the service provider and its offerings
3.10
key performance indicator
KPI
quantifiable measure that an organization uses to gauge or compare performance in terms of meeting its
strategic and operational objectives
[SOURCE: ISO/TS 22386:2024, 3.1.11]

ISO/DTS 20000-18:2026(en)
3.11
moment of truth
interaction with high impact on the experience (3.3) or on the customer organization as a whole
3.12
O-data
data generated and used by an organization to manage its day-to-day operations and performance
3.13
outside-in perspective
view of the services from the position of the customer and its needs and expectations
3.14
persona
model of a user with defined characteristics, based on research
[SOURCE: ISO/IEC/IEEE 26515:2018, 3.12]
3.15
T-data
data generated by service components and used by an organization to manage its technical resources
Note 1 to entry: The T-data are often generated from digital experience tools, application management tools and
network/system management tools.
Note 2 to entry: Digital experience tools are a range of software and platforms designed to help organizations create,
manage and optimize digital interactions for customers, suppliers and personnel.
3.16
X-data
data obtained from sentiment or experience (3.3) measurements
Note 1 to entry: The data are often linked to the XIs (3.4) agreed in the XLA (3.5).
[SOURCE: NEN 8038:2024, modified — part of the definition has been moved to Note 1 to entry.]
4 Overview of ISO/IEC 20000-1 and ISO/IEC 20000-10
ISO/IEC 20000-1 specifies requirements for establishing, implementing, maintaining and continually
improving an SMS. An SMS supports the management of the service lifecycle, including the planning, design,
transition, delivery and improvement of services, which meet agreed requirements and deliver value for
customers, users and the organization delivering the services. The organization in the scope of the SMS can
be a whole or part of a larger organization and can also be known as the "service provider".
ISO/IEC 20000-1 is intentionally independent of specific guidance. Therefore, organizations can use a
1) 2)
combination of generally accepted frameworks (e.g. Agile, DevOps, ITIL , SIAM ) and its own experience
and expertise. Appropriate tools for service management can be used to support the SMS.
All requirements specified in ISO/IEC 20000-1 are generic and are intended to be applicable to all
organizations, regardless of the organization’s type or size, or the nature of the services delivered.
ISO/IEC 20000-1 has its roots in IT and is intended for service management of services using technology and
digital information. The examples given in this document illustrate a variety of uses of ISO/IEC 20000-1.
1) ITIL® is a registered trademark and product owned by Axelos Limited. This information is given for the convenience
of users of this document and does not constitute an endorsement by ISO or IEC of the product named. Equivalent products
may be used if they can be shown to lead to the same results.
2) SIAM is a registered trademark of EXIN. This information is given for the convenience of users of this document and
does not constitute an endorsement by ISO or IEC of the product named. Equivalent products may be used if they can be
shown to lead to the same results.

ISO/DTS 20000-18:2026(en)
Exclusion of any of the requirements in ISO/IEC 20000-1:2018, Clauses 4 to 10, is not acceptable when the
organization claims conformity to ISO/IEC 20000-1, irrespective of the nature of the organization.
The organization cannot demonstrate conformity to the requirements specified in ISO/IEC 20000-1 if other
parties are used to provide or operate all services, service components or processes within the scope of the
SMS.
ISO/IEC 20000-10 includes the concepts for an SMS, the vocabulary used for the ISO/IEC 20000 series, a
description of each part of the series and related standards.
Guidance is available in other parts of the ISO/IEC 20000 series in the form of:
— ISO/IEC 20000-2, Guidance on the application of service management systems;
— ISO/IEC 20000-3, Guidance on scope definition and applicability of ISO/IEC 20000-1;
— ISO/IEC TS 20000-5, Implementation guidance for ISO/IEC 20000-1;
— ISO/IEC 20000-6, Requirements for bodies providing audit and certification of service management systems;
— ISO/IEC TS 20000-11, Guidance on the relationship between ISO/IEC 20000-1 and service management
frameworks: ITIL®;
— ISO/IEC TS 20000-14, Guidance on the application of Service Integration and Management to ISO/IEC 20000-1;
— ISO/IEC TS 20000-15, Guidance on the application of Agile and DevOps principles in a service management
system;
— ISO/IEC TS 20000-16, Guidance on sustainability within a service management system based on
ISO/IEC 20000-1;
— ISO/IEC TR 20000-17, Scenarios for the practical application of service management systems based on
ISO/IEC 20000-1:2018.
Figure 2 illustrates an SMS showing the clause content of ISO/IEC 20000-1.

ISO/DTS 20000-18:2026(en)
NOTE Numbers in parentheses indicate ISO/IEC 20000-1 clause numbers.
Figure 2 — Service management system
5 Introduction to experience management (XM)
5.1 General
XM aims to add value to the customer and the service provider by focusing efforts on collaboration, experience
and impact on business operations. XM can be applied to all organizations, including organizations that
provide services themselves and organizations that provide services together with suppliers. XM can be
used for services provided to internal or external customers of the organization.
For XM to be successful, there should be support and commitment among interested parties (e.g. customers,
personnel, suppliers). XM is a way to connect interested parties and increase their impact on the values they
aim to realize. Consensus among the involved interested parties is important to ensure that XM is uniformly
used across the organization.
Assurance is a crucial aspect of XM. Assurance is achieved by applying the XM framework, with continual
improvement as an important part of the implementation of XM. Improvements should incorporate feedback
from customers and other interested parties. This should be based on the following five activities:
a) collecting the drivers of experience from the interested parties;
b) interpreting the drivers of experience to align them with expected experience;
c) developing the measurements, measuring the performance and reporting the results of the
measurements to relevant interested parties;
d) involving the interested parties in discussing experience measurement results and identifying issues
and improvement opportunities;

ISO/DTS 20000-18:2026(en)
e) initiating improvement actions based on both positive and negative feedback.
Open feedback from the interested parties is an important source of information. Improvement actions
should be documented, prioritized and implemented. The effect of the improvement actions should also be
measured. This is a continuous cycle, similar to the Plan-Do-Check-Act (PDCA) Deming cycle: experience
measurements are performed continually, capturing satisfaction with the implemented improvements.
Focusing control efforts on the above points creates a feedback loop in which openness, transparency and
collaboration are the key elements, while promoting continual improvement.
5.2 Experience level agreements
5.2.1 General
Experience level agreements (XLAs) are used to document the desired experience that individual interested
parties expect to have with the organization. XLAs are similar to service level agreements (SLAs), which
document agreed service performance and both can be part of a contract or other agreement between the
organization and the interested parties. The desired experience defined in an XLA usually falls within a
bandwidth that is considered “good enough” for the interested party. XM does not strive to exceed this
target, while the model used in service excellence does.
NOTE Refer to ISO 23592 for information about service excellence and customer delight.
XLAs are developed as an agreement between the organization and interested parties. These agreements are
usually made before the service is delivered and should be adjusted during the service lifecycle if experience
measurements or changes to the services trigger a need to do so.
5.2.2 Aspects of an XLA
The XM framework has three basic stages (see Figure 4): values, elements and success factors. These are
explained in more detail in 5.4.
The XLA should address the values stage of XM and is therefore developed in the earliest stage of the XM
framework. This should capture the service provider's contribution to collaboration, experience and
business impact of the affected interested parties.
The XLA should reflect the added value expected by the organization and the interested parties. It should
specify how continual improvement will be applied during the term of the agreement so that improvements
or changes are reflected in the XLA targets.
The XLA should include a description of what the desired experience will mean for the customer or other
interested parties. Measuring the experience means working with subjective data, for example, the
customer's feeling after having been in contact with the service desk. If the collected customer experience
indicates that the service desk personnel are lacking empathy, or do not understand the reported problem's
impact on the customer's business, the organization should take corrective action which can impact its
operations. Additionally, XM implementation can also lead to changes to business processes. Therefore,
when agreeing an XLA, the organization should specify what changes are expected and their potential
impact on the relevant parties.
Experience can be viewed from different angles, for example between service provider and customer or
between customer and user. To avoid differences in interpretation and unnecessary misunderstandings,
the XLA should describe the scope and the parameters of the XLA that apply to each party. Collaboration
between the parties involved and the responsibilities of each party to the XLA should be addressed.
An XLA usually contains the following information:
a) the experience ambition (what experience is to be measured);
b) a list of experience indicators (XIs) that represent the experience questions that will be asked;
c) the types of O-data and T-data (defined in 5.3) supporting the XI measurements;

ISO/DTS 20000-18:2026(en)
d) the desired target of experience, based on the XI measurements (X-data);
e) if applicable, the tools with which experience is measured;
f) the way in which experience will be reported;
g) how continual improvement will be applied so that the improvements or changes are reflected in the
XLA targets.
5.3 XM measurement types
XM uses three types of data, X-data, O-data and T-data:
— X-data are the experience data gathered from interested parties that interact with the services;
— O-data are operational data, usually reflecting service performance targets such as mean time to repair
an incident, service availability or service capacity;
— T-data are technical data that shows the availability and performance of individual configuration items
(CIs), such as available storage capacity, network interface errors and processor capacity.
The correlation of these three types of data leads to a result that should provide input to improve the
services. Examples of XI questions include:
— To what extent do service issues disrupt your working day?
— How happy are you with the time it takes to resolve your issues?
— How confident are you that your service issue will be fixed completely when you call the service desk?
An experience reference matrix (XRM) can be used to report on this, showing the results of X-data, O-data
and T-data measurements, their correlation and an interpretation of the results. The XRM is used to verify if
the agreed XI targets have been met. Figure 3 shows an example of an XRM.
Figure 3 — Experience reference matrix
5.4 XM framework
The XM framework is the foundation of XM. The XM framework is made up of three stages, which should be
followed to fully implement XM (see Figure 4): values, elements and success factors.

ISO/DTS 20000-18:2026(en)
Figure 4 — XM framework stages
These three stages implicitly form a hierarchical process within or between organizations, with each stage
in descending order adding depth to the process. Values are the top stage. This stage is the "why" of XM: what
is valued most in an organization. Elements focus on the strategy needed and what it takes to implement and
achieve the goals of the strategy. They give substance to the values by assuring them by means of agreements
at a tactical level. Success factors are operationally necessary to follow up on the agreements made based on
the elements.
An organization can only effectively use XM if it has incorporated all three stages of the XM framework
(values, elements and success factors) in its SMS. It is important to define XIs which are subjective indicators
of the stages that contribute to the desired experience. Measuring these XIs provides information about the
extent to which the experience has reached the desired level.
5.5 Values
5.5.1 General
Values are the strategic aspects of XM that influence experience. The three values of XM are collaboration,
experience and business impact. The organization should integrate these values in its service delivery:
improving collaboration leads to improved experience, which enhances the business value created by the
services. The focus on these three values creates a way to implement XM from a strategic level and makes it
an integral part of the SMS and the services.
An organizational culture that emphasizes customer satisfaction and staff engagement is essential to
delivering the desired customer experience. In addition to the core values of XM, the organization should
consider how its culture, values and staff engagement can affect the delivery of the desired experience.
5.5.2 Collaboration
Good collaboration between interested parties is essential when working in accordance with XM. In addition,
experience and benefits to the business will reach higher levels if collaboration is good. Both the service
provider and the customer co-create outcomes and value that are relevant to both parties; each contributing
in their own way. Collaboration is necessary to achieve value for both the service provider and the customer,
resulting in positive outcomes for both parties. This should be based on the following activities:
a) describing the parties that work together based on XM;
b) visualizing the entire chain of collaborating parties, for example in a diagram or table;

ISO/DTS 20000-18:2026(en)
c) coordinating with collaborating parties to manage:
1) the different key values applicable to the various parties;
2) the preconditions or prerequisites for the collaboration between the various parties;
3) the XIs that contribute to improving collaboration between the various parties, including how to
measure them;
4) the communication process between parties within the supplier ecosystem: Who directs the
collaboration? What is the role of the party directing the collaborating parties? Which steps are
followed if there is a change in the nature of the services provided?
NOTE ISO 44001 specifies requirements for the effective identification, development and management of
collaborative business relationships within or between organizations.
5.5.3 Experience
XM should be based on considering, defining and documenting the following:
— the added value delivered by the services;
— the added value that XM is expected to offer to the parties;
— alignment with the service provider’s organizational values;
— sufficient representation of different types of users: "personas" can be used here;
— how the experience is demonstrated and communicated;
— the results of current customer satisfaction measurements, including a description of the current
measurement process and analysis methods.
5.5.4 Business impact
XM should also consider the impact on business operations, for example, the impact of the services on the
customer organization. The following types of business impact can be identified for the parties engaged in
XM:
a) improved collaboration;
b) improved experience;
c) improved business processes;
d) reduction in business risks;
e) increased staff retention;
f) increased customer loyalty and follow-up business.
Achieving these improvements or risk reductions should be based on the following activities:
— gathering and clarifying information on the primary business processes and the role of the services in
business processes;
— mapping the impact of the services on business processes by identifying and clarifying the moments of
truth within the processes to which the services contribute;
— conducting measurements that clarify the impact of the services on the parties’ collaboration, experience,
business processes and business risks, using XIs;
— identifying what makes this impact controllable and which measurements include financial impact;

ISO/DTS 20000-18:2026(en)
— recording the measurement results to actively contribute to collaboration, experience and business
benefits;
— clarifying how the service delivery processes can be set up more efficiently and effectively to maximize
the organization’s business benefits, improve experience and collaboration, and reduce business risks.
The organization should prioritize its investment in the service portfolio and service improvements. This
prioritization should be based on expected business impact and desired improvements in service delivery
processes, experience, collaboration and business risk reduction.
5.6 Elements
5.6.1 General
Three elements should exist to ensure understanding of the values in an organization: strategy, roadmap
and operational management, where:
— strategy is defined using guidance provided by the organization’s values;
— the roadmap defines the steps to be followed to achieve the goals outlined in the strategy;
— operational management is the translation of the strategy and roadmap at management level.
5.6.2 Strategy
The goal of XM strategy is to realize the XM values within the organization from a strategic perspective.
Creating the XM strategy should be based on the following activities:
a) defining the long-term goal (>1 year) for applying XM;
b) defining short-term goals that contribute to achieving the long-term goal;
c) establishing the criteria for prioritizing and allocating resources needed to achieve the goals;
d) describing how to achieve the strategic and operational objectives;
e) identifying the interested parties and describing how far their span of control reaches and what their
influence is, based on their roles and functions;
f) reflecting on the commitments the organization made and how they have been expressed, determined
and recorded. These commitments should be based on what is important for the organization as a
whole;
g) the description of the services and their outcomes that have been communicated to the customers;
h) formulating the strategy and the associated elements in conjunction with the interested parties. Broad
support is essential here to agree on the XM strategy.
5.6.3 Roadmap
The roadmap describes the initiatives to achieve the goals set out in the strategy. The primary interested
parties are involved in defining the roadmap. For the roadmap to be successful, it will be essential to have an
emphasis on organizational culture alignment and staff engagement.
The primary interested party groups are:
— representativ
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