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ers nor capitalizes on the myriad sophisticated tools companies now have at
their disposal.
- NPS is a backward-looking “point in time” metric. Because NPS is a lag-
ging indicator, it shows results only after sentiments have begun to stick. Today,
we have the tools to run dynamic, “liv ing” metrics that spin up virtuous circles
of benefits and keep them spinning. Companies that figure out the connections
between the CX moments that matter and the critical few employee behaviors
that enable such customer experiences can then rapidly analyze and experi ment
to see what adjustments might yield better results. And that model becomes a
kind of flywheel to power continuous improvement.
More and more, companies are starting to see beyond NPS and oth er static,
siloed management mea sures. Increasingly, executives are rethinking their orga-
nizations’ ap proaches to CX and reviewing the links between CX and EX.
There will come a day when most companies connect CX and EX, and
think and act in terms of a unified “return on experience.” They will have the
data, the tools, and the expertise to understand which customer experiences to
focus on when and where, and which spe cific employee behaviors can best elevate
those experiences.
For those companies’ share holders, that will be a very good day indeed. +
Matt Egol
[email protected]
is a leading practitioner in digital
strategies for Strategy&, PwC’s
strategy consulting business.
Based in New York, he is a
principal with PwC US.