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Achieving a high ROX^3
The idea of return on experience is still in its infancy, and the LX–EX–CX
relationship makes it more complex — which is why we think of it as return
on experience cubed. By assessing gains in leadership capability, employee
engagement, and customer loyalty over time, you can demonstrate their
acceleration when they interrelate. Moreover, you can use these metrics to
enhance the acceleration.
Start with the number of people involved. In a typical large corporation, a
CX initiative might touch millions of consumers, whereas EX affects thousands
of employees, and LX reaches a few hundred of the most senior leaders.
Leaders, employees, and customers operate at different scales, but they affect
one another dramatically. The high
ground approach recognizes this by
establishing routines by which each
of them can increase their numbers,
and thus they can gain in scale
together (see “Changes in scale for
an LX–EX–CX initiative”).
Other ways of measuring and
judging ROX^3 are under development.
Currently, CX is often judged through
Net Promoter Scores, and EX through
employee satisfaction ratings. Both
of these metrics, although relatively
easy to gather through surveys, can
be misleading, and they are static and
isolated as well. They don’t reflect
the dynamic impact that leadership,
employee, and customer experience
Changes in scale for an LX–EX–CX initiative
As an LX–EX–CX initiative gets underway, all three groups — formal leaders, employees, and customers — get bigger. This example
represents a hypothetical large consumer products company. The number of employees includes the smaller group of authentic informal
leaders at the forefront of culture change.
Source: PwC estimate/analysis
0
50,000
100,000
150,000
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Number of leaders and employees involved
Number of customers affected (in millions)
0
50
100
150
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Authentic informal leaders
Formal leaders
Employees (touched by EX)
YEAR
YEAR