The topic of this thesis is customer experience management within a chosen bank. The aforementioned bank has entered a period of transformation of its business practices from a focus on sales of products and services to a customer-centric approach. The shift toward serving a high quality customer experience is aimed to differentiate the bank on the market and consequently increase revenue. This research has used a quantitative technique of online survey on members of bank's leadership, team leaders and regional managers. The data was collected and analysed to determine the level of adaptation to the customer-centric approach using the Forrester CXM maturity framework. The study had two aims which were in focus of data collection and analysis. Firstly, assessing the level of maturity of customer experience management on the level of the whole organisation. Based on the data attained, the chosen bank is in the phase of Optimisation of customer experience management. The second aim was to explore the differences in customer experience management maturity across different organisational teams and components of the model. The results have shown that each organisational unit is at a different level of maturity overall and when certain components of the model are considered. This work later discusses the differences found and the implication these findings have for the chosen banka as well as organisations that are dealing with a similar process. It is recommended that the organisation keeps a regular measurement schedule to track maturation, identify blind spots and teams that are not adapting at the pace the organisation has planned and to include internal teams in measurement and interventions aimed to provide the needed knowledge and support needed for successful adaptation of the organisation as a whole.