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include PwC’s deep experience with organizational culture (developed by Jon
Katzenbach and his associates at the firm’s Katzenbach Center), workforce
transformation (developed through PwC’s “workforce of the future” initiative),
digital upskilling (developed with the firm’s ongoing “New world. New skills.”
program) and return on experience (pioneered in collaboration with the firm’s
Experience Center and in work with the Katzenbach Center’s Reid Carpenter).
We also draw on the work of such academic researchers as Carol Dweck, Linda
Hill, and Nitin Nohria; on the examples of some pioneering companies such
as the Danaher Corporation; and on the neuroscience-based “high ground”
concept of strategic leadership.
The conceptual sources are diverse, in part because leadership development,
employee relations, and customer engagement have traditionally been managed
by different business functions, each with its own professional disciplines. In
most companies, LX is associated with governance, compliance, executive
education, and personal coaching; EX with organizational design, human
resources, culture, training, and internal IT; and CX with marketing technology,
data analytics, sales, e-commerce, and customer insight.
But consider what LX, EX, and CX have in common. They are all
interventions intended to produce lasting changes in human behavior — not
just one-on-one, but at scale. And they all revolve around moments of choice
that affect the way participants think. For customers, there may be dozens of
decisions related to a purchase: where to look for information, whom to buy from,
how (and whether) to pay, and how to use and maintain what they have bought.
Employees make decisions every day about which priorities to embrace (there
are always too many directives to execute them all), how to share information,
how and when to speak up about a problem, and how to engage with fellow
employees, customers, distributors, and suppliers. Formal leaders are continually
involved in complex decisions about strategy, deals, relationships with other
enterprises, internal and external communications, and (increasingly) talent.fea
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