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The high ground approach was particularly evident in employees’ work
on CX. “We are no longer focused on giving our customers exactly what they
ask for, as soon as possible,” said a prototype designer. “We have to build a
relationship with them. Every touch point should indicate trustworthiness in
some way, without beating them over the head about it.”
Within a few months, there were more than three dozen new CX and EX
prototypes to look at, including some that incorporated product redesigns or
redesigns of the company’s e-commerce storefronts and digital selling tools used
by the sales force. A group of senior leaders worked with the teams to curate and
refine the mix of options; in the last week of activity, about 20 were ready for
demos. Fifteen of those were selected, by mutual acclaim, for further development
and release in limited (alpha) versions.
The EX initiatives continued to grow until the company’s knowledge of
customer-centricity was almost visceral, understood not just through words
but in everyday habits. Employees had created a broad library of ideas and
apps related to customer and employee experience, and the practice of earning
customer trust and building long-term customer relationships was part of the
company’s culture.
These are all elements of employee experience: the interactions between an
enterprise and its workforce (as well as “alumni” and potential hires) that raise
the skill, judgment, and overall potential of everyone involved. EX might be
designed to include small group workshops, apprenticeships, and other face-to-
face learning opportunities, but it would also have an immersive element that
EX might be designed to include small group
workshops, apprenticeships, and other
face-to-face learning opportunities, but it would
also have an immersive element.