COVID-19, the energy crisis, and the rising cost of living have forced a fundamental reprioritisation—by customers, regulators, and boards alike.
In the energy sector, the shift has been seismic.
We’re seeing it reflected clearly in contact centre volumes, complaint categories, and Ombudsman data.
Where once green plans and service differentiation attracted attention, the focus has narrowed to four non-negotiables:
Lower bills
Reliable connection and supply
Fast, dependable service
Seamless onboarding of new products: especially home solar.
Why the shift?
Because the industry was hit from all sides:
External shocks: Fragmented energy transition plans, global supply chain disruption, wholesale volatility, and reactive compliance
Internal constraints: Disrupted tech upgrades, capex limitations, weakened compliance maturity
Retailers were caught between rising customer hardship and intensifying regulatory scrutiny—fuelled by sharper policies and harsher penalties.
Even the once-loyal “green premium” customer? Many now just want to stay connected—and out of debt.
Enter AI and automation.
Exciting, game changers. But AI is no silver bullet.
Without a resilient, cost-optimised operating model, AI risks amplifying inefficiencies or exposing compliance blind spots.
What now?
CX strategy must now be grounded in financial realism and operational resilience.
That means:
Redesigning cost structures—urgently
Prioritising digital reliability and customer continuity
Investing in automation and AI—with a clear line of sight to customer value and regulatory alignment
The CX bar has moved.
What was once a differentiator is now the baseline.
Is your business set up for that reality?
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