The global customer experience (CX) industry has typically operated on a monoculture. We developed best practices under a single, dominant doctrine: the Velocity Model. The goal was universal: remove friction, increase speed, and optimize for the transaction. Success was measured in seconds saved and clicks reduced.
However, a tectonic shift is currently unfolding across platforms such as TikTok, Pinterest, and Xiaohongshu (Rednote) that challenges this entire philosophy. Western consumers are entering what they call a "very Chinese time" in their lives. This viral trend, often referred to as "Chinamaxxing," involves the deliberate adoption of Eastern "slow-living" rituals such as drinking warm water, prioritizing thermal comfort, and focusing on "Qi" (energy) preservation.
At first glance, it looks like just another aesthetic fad. But having been in the CX industry for close to 30 years, I see something far more profound. I see a global consumer base that is becoming exhausted by the very frictionless world we have spent the last 20 years building for them. This isn't a rejection of modern convenience; it is a signal that the Velocity Model is no longer sufficient. To lead in 2026, companies must embrace CX pluralism.
Under the Velocity Model, we assumed that the perfect experience was built on the invisibility of the interface and required the least amount of human presence.
We succeeded, but at a cost. By optimizing for speed, we often stripped away the soul of the experience. We created a world of hyper-convenience that has left consumers feeling over-stimulated and under-nourished.
The rise of Chinamaxxing is a visceral reaction to this. It is a response to Western hyper-consumerism. When Western Gen Z-ers adopt the Very Chinese Time mindset, they are choosing calibration over optimization. They are trading the hustle for a ritual.
The Necessity of CX Pluralism
As we look toward the 2026 Super Cycle of customer experience, it is clear that the one-size-fits-all Velocity Model is no longer sufficient. To lead in this new era, companies must embrace CX pluralism. We don't just need better CX; we need multiple kinds of CX that can coexist within the same ecosystem.
We must now master the followinf two diametrically opposed experiences and know exactly when to toggle between them:
1. The Velocity Model (Functional Speed)
This remains our baseline. This is the invisible, robotic, and hyper-efficient engine designed for the high-frequency, low-emotion moments of a customer’s life, like renewing a subscription, tracking a package, or updating a payment method. Here, customers don't want a ritual; they want the task completed before they've even thought about it. In this model, our goal is zero friction, and we measure success through time-to-resolution (TTR) and cost-per-interaction (CPI).
2. The Equilibrium Model (Ritualized Nurture)
This is the new frontier inspired by the Very Chinese Time trend. This model intentionally embraces positive friction, focusing on grounded, restorative, and deeply present engagement. It leverages the unpolished utility found on platforms like Xiaohongshu, where value lies in peer-to-peer manuals for living rather than glossy ads and uses tactile interfaces and restorative onboarding. We measure this through ritual engagement frequency (REF) and sentiment lift-per-session, tracking how many customers transition from one-off transactions to routine-based ritual usage.
We are witnessing the first major wave of reverse globalization. For years, the West exported lifestyle ideals. Now, the East is exporting lifestyle solutions.
If your company only offers velocity, you are a utility. You are a commodity that can be replaced by the next competitor that shaves half a second off a loading screen. But if you can offer equilibrium, you become an essential partner in customers' daily recovery. You move from being a vendor to being part of their operating system for living.
The Human Mandate
At its heart, Chinamaxxing is a call for a more human-centric design. It reminds us that customers are not just users or data points. They are biological entities with a finite amount of energy.
Our job in 2026 is to respect that energy. We must design experiences that know when to move at the speed of light and when to give a person permission to sit still, drink a cup of warm water, and find a center.
The future of CX isn't just about being the fastest. It's about being the most balanced. It's about understanding that sometimes, the most innovative thing a company can do is help a customer slow down.
Angie Tay is group chief operating officer and executive vice president of TDCX.