The Future of Voice of Customer: 6 Changes Coming in 2026

In 2026, VoC will not look the same as it does today.

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1. VoC will move from listening to action

Listening to customers used to be the goal. In 2026, it will only be the starting point.

Voice of Customer programs will be expected to help turn insight into action. Leaders will no longer be satisfied with knowing what customers feel. They will want to know what changed because of that feedback.

This doesn’t mean VoC teams suddenly fix every problem. It means they help guide teams toward the next step and stay involved long enough to see progress.

VoC that stops at insight sharing will struggle to stay relevant. And programs that help drive action will matter more than ever.

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2. Company culture will determine whether VoC works

No tool can fix a culture that doesn’t value customer insight.

The future of VoC depends heavily on whether an organization encourages curiosity, learning and insight-driven decisions. In strong cultures, teams expect to use customer feedback. In weak cultures, feedback feels optional.

In 2026, VoC will only succeed in companies where listening to customers is part of how work gets done, not an additional task. Company culture won’t support VoC, it will define its success.

See how to turn customer voices into business impact

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3. Executive support will become non-negotiable

VoC teams cannot create change on their own.

When leaders at the top ask about customer feedback, teams pay attention. When leaders use insights to guide decisions, VoC gains credibility.

By 2026,  successful VoC programs will have clear support from executives who expect customer insight to shape priorities, investments, and trade-offs.

These projects should be prioritised based on business impact and how much they influence key driver metrics such as: NPS, CSAT or CES.

Example: the banking sector 

Imagine a bank aiming to improve the NPS of its mortgage process. Through analysis, the VoC program identifies three drivers with the strongest impact on NPS: language simplicity, time to loan decision and time to payment into the customer’s account. By focusing resources on these specific areas, the VoC team can clearly justify priorities based on measurable business influence rather than assumptions or volume of feedback.

In addition, prioritization should be informed by market standards and benchmarks. Even when internal metrics appear strong, VoC programs must consider how performance compares to market averages. What looks “good” internally may still fall short of customer expectations shaped by competitors.

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4. The translator role will become essential

Customer feedback is not always easy to understand.

That’s why the translator role is becoming so important. This role connects customer insight to business reality and helps teams understand what feedback really means for their work.

Instead of sharing reports and moving on, translators stay engaged. They help teams think through problems and possible actions.

By 2026, VoC teams that do not translate insight into clear business meaning will be easy to ignore.

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5. VoC will start with business goals, not surveys

In the past, VoC often began with questions like, “What should we ask customers?”.

In the future, it will start with, “What is the business trying to achieve?”.

Teams will ask what decisions need to be made and then design listening around those needs.

This shift moves VoC away from random listening and toward purposeful insight. When feedback connects clearly to business goals, leaders are far more likely to act.

See how to turn customer feedback into business growth

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6. AI will support VoC, but humans will still lead

Artificial intelligence is already helping VoC teams work faster.

It can analyze comments, summarize feedback and reduce manual effort. That efficiency will continue to improve.

But AI will not replace human judgment. It cannot decide what matters most or guide teams through tough trade-offs.

In 2026, AI will support VoC by handling repetitive work, while people focus on interpretation, communication, and action.

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The Future of Voice of the Customer

Starting 2026, Voice of the Customer programs will not be judged by how many surveys are sent or how many dashboards are built. They’ll be judged by whether they help the business move forward.

VoC will become more embedded, more human and more connected to decisions. 

Programs that focus solely on listening to feedback will slowly fade into the background. Programs that help turn customer insight into action will become trusted partners across the organization.

The future of VoC is not about hearing customers louder. It’s about making their voices matter and lead change.

This blog article is based on episode 319 of the CX Cast podcast. 

Start turning feedback into business growth

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Comment from Izabela Misztal, Customer Experience Specialist:

The Evolution of VoC: From Hype to Strategic Maturity

Analyzing recent Forrester research alongside local market trends, it's evident that the initial wave of uncritical enthusiasm for VoC programs has passed. The market has split: leaders are reaping rewards through consistent development and customer loyalty, while others - lacking focus or internal support - have failed to see tangible benefits.

To succeed today, a modern VoC program must rest on three essential pillars:

1. Strategic "Blessing" from the Top

Real board-level support is non-negotiable. Only a strong customer-centric culture at the highest level provides the stamina needed to move past the difficult implementation phase and reach the point where data actively drives business results.

2. Technology as an Enabler, Not a Barrier

Success depends on tools that simplify processes rather than complicate them. Effective technology democratizes customer insights, making them accessible to every employee. While internal requests might be overlooked, it is far harder to ignore a frustrated customer pointing out specific flaws. In this way, the customer’s voice "unclogs the ears" of the organization.

3. The Rise of CX Storytellers

Data alone is no longer sufficient. There is a growing demand for "CX Storytellers" - professionals who can translate raw data and customer pain points into compelling narratives. These stories must resonate emotionally with employees while providing a hard business rationale: showing exactly how solving a problem boosts revenue, reduces churn, and builds long-term loyalty.

It is never too late to launch or redesign a VoC program. The secret lies in doing it "properly"-combining a solid technological foundation with people capable of giving the customer’s voice the strategic weight it deserves.

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About the Author

Justyna Waciega is a Content & Campaign Marketing Specialist at CustomerHero

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