Credit: Outlever
So many companies are opening [AI] right out of the box. They’re not reading the directions, they’re putting it together and then they’re like, ‘This isn’t getting us what we want.’
Brad Meiller
Manager of North America Consumer Services
Spectrum Brands
The rush to implement AI in customer experience often overshadows critical nuances, leading companies down paths paved with misconceptions. Many organizations jump in expecting easy wins and agent replacements, only to find the reality far more complex.
Brad Meiller, Manager of North America Consumer Services at Spectrum Brands, argues that navigating the AI landscape successfully requires a fundamental understanding of its limitations and a renewed focus on the irreplaceable human element in customer interactions.
The human imperative: "Consumers are starting to realize they don't want to just talk to a bot. They know that they are, but they still want that element of the human touch," Meiller says. He emphasizes that while AI can automate tasks, it struggles to replicate genuine empathy, a critical component companies overlook at their peril. "Consumers still need that human touch element. It's hard to get compassion out of AI at times – it's not as personable as we would like," he adds.
AI vs. workflows: Meiller observes that some companies prematurely claim full AI implementation when they are merely using basic workflows and automation, lacking deeper integration. This misunderstanding fuels unrealistic expectations about ease of management and immediate financial returns. "They're implementing very quickly, but then realizing it's going to be a further investment that needs to be managed and cultivated over time because it's AI; it's constantly learning," he explains.
Beyond surface metrics: This pressure is compounded when understaffed CX teams struggle to consume the right data, often focusing solely on top-line metrics like NPS without delving into the underlying drivers. While executive teams often fixate on that single number, Meiller stresses the complexity involved. "The CX manager has to understand what those drivers are. There's a piece from marketing, a piece from the field, a piece from a technical standpoint, a piece from sales and onboarding".
When organizations are looking to really try to fully encompass what CX needs to happen, it takes multiple hands. At the enterprise level, good CX teams are built with 10 to 15 people – or even more.
Brad Meiller
Manager of North America Consumer Services
Spectrum Brands
Resource realities: Achieving this deep understanding requires significant manpower. "When organizations are looking to really try to fully encompass what CX needs to happen, it takes multiple hands. At the enterprise level, good CX teams are built with 10 to 15 people – or even more," Meiller notes. He acknowledges the challenge, mentioning his own team of six sometimes feels stretched, and building the business case for expansion is tough in the current economic climate, especially with tariff impacts.
Avoiding tech debt: This environment pushes companies towards rapid tech adoption, sometimes leading to AI tech debt. "So many companies are opening it right out of the box. They're not reading the directions, they're putting it together and then they're like, 'This isn't getting us what we want,'" Meiller warns.
To avoid these pitfalls, Meiller advises a disciplined approach, starting with thorough vendor evaluation via well-scoped RFPs rather than defaulting to trendy names. Successfully implementing AI requires gathering requirements from all relevant internal teams to define RFP needs, assessing vendor plans, and determining the right mix of internal and external resources for execution.
All about the fundamentals: Ultimately, Meiller believes sustainable CX success with AI hinges on getting the fundamentals right. "It starts with the basics of having a strong RFP. Working with the right internal teams, whittle it down, and have a plan prepared for how you're going to execute – either as a company or through a partner agency," he concludes. This deliberate planning is key to ensuring technology serves, rather than supplants, the core goal of effective, human-centric customer experience.