have on one another. PwC has an effort (called the employee experience platform)
to continually improve EX through the data gathered by tracking online usage
of the resources on the platform.
When analyzed together, indicators related to each initiative can demonstrate
how they are influencing the others. Emotional commitment and overall pride
on the part of leaders and employees can be tracked through surveys. The
momentum of the movement can be tracked through such metrics as net sentiment
and number of influencers (among employees throughout the enterprise and
customers on social media). Behaviors can be identified and then tracked through
listening programs (involving frequent surveys and tracking of online behavior).
Customer engagement can be measured through value drivers, metrics related
to the company’s product, service, or brand (value drivers are often industry-
specific, captured in key performance indicators such as loyalty program usage
for an airline or hotel chain, or warranty costs for an electronics or appliances
firm). Finally, there are the financial outcomes, the growth in revenues or market
scale that seems to be more likely when leadership, employee, and customer
experience are aligned. All of these can be compared over time, to see which are
leading indicators. Improvement in employee engagement of online resources, for
example, might turn out to be a leading indicator of customer satisfaction.
Though they are coordinated, LX, EX, and CX don’t have to be a single
initiative designed by a single team. Instead, each component could be designed
by a separate team (or indeed a collection of many teams sharing ideas and
collaborating with one another), with all three working in parallel,
Though they are coordinated, LX, EX,
and CX don’t have to be a single initiative
designed by a single team.
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