Total Experience:

Your Guide to
Delivering a Unified
Customer and
Employee Experience.

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This paper discusses the concept of Total Experience,
which integrates the customer, product and employee
experiences into a single unified approach. It highlights
the interdependence of employee and customer
experiences and how organizations can optimize these
intertwined experiences to achieve better outcomes.
The paper also provides strategies to help you on your
journey to creating a Total Experience approach that
allows businesses to break free from silos and achieve
true customer and employee centricity, delivering
exceptional experiences that drive success.

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Introduction:
Why We Need to
Talk About Total
Experience
Despite the best efforts of nearly every corporation to
change, silos are still the norm. Each department focuses
on its own specific area, be it customers, products,
or employees, resulting in a disjointed approach to
daily operations. Instead of working in harmony, these
fragmented efforts can hinder progress and the potential
for success.
Business leaders have often resorted to rallying cries and
motivating slogans to foster unity, but these surface-level
initiatives rarely create substantial change. Over the past
decade, Rightpoint has witnessed numerous corporations
embark on digital transformations, only to fall short of their
lofty expectations. What is missing?
The missing link is a comprehensive approach that
encompasses the Total Experience paradigm.
This revolutionary framework integrates the customer,
product and employee experiences into a single unified
approach that fosters a work culture that empowers and
engages employees. This 3-chapter paper explores the
importance of ensuring that your customer experience
(CX) and employee experience (EX) fully align to create a
Total Experience.

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Chapter 1
Total Experience:
Top 6 Considerations
When Investing in
Customer Experience and
Employee Experience

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TOP 6 CONSIDERATIONS WHEN INVESTING IN CX AND EX
Customer and Employee Experience are Connected
even if your Organization is Not
Inherently, employee and customer experiences connect
and overlap as one does not exist without the other. The
connection between engaged employees and satisfied
customers has been shown to be true time and time
again; HBR research on the connection between happy
employees customers, again for companies with strong
employee metrics and positive customer outcomes (e.g.
NPS and CSAT) and most recently Microsoft showing
a S&P performance connection for companies with the
most engaged employees.
Why then do companies struggle to realize the value
of business transformation investments? Too often,
transformation programs focus on making improvements
within an existing org structure which are siloed (e.g.,
CPO, CMO, CIO). This structure can create disconnected
and sometimes competing incentives and interests which
fail to create better experiences.
Employees, customers, and product experiences are
intricately entwined and optimizing any one in absence
of the others fails to realize the desired outcomes.
Successful transformation requires each experience,
employee (EX), customer (CX) and product (PX), to be
holistically aligned.
Here are six considerations to help business leaders
be smarter about their investments and ensure they
contribute to a better Total Experience.
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Get Buy-In from the Top
Achieving Total Experience transformation may
require significant organizational change, which in turn
requires direction from executive leadership. Expecting
employees to make structural changes without direction
from the CEO and executive team is unrealistic.
Employees are constrained by the operations and
incentives of their department or function, and struggle to
enact real change without a top-down directive.
Although many businesses strive to become customer-
centric, they remain highly compartmentalized. Sales,
marketing, operations, customer care, and product
teams all have their own granular goals and metrics that
can sometimes be at odds with the broader business
objectives and company vision. To break free from these
departmental constraints, teams need permission from
leadership to think and act outside their designated
areas. This requires a company vision that aligns with the
CX vision and resonates with all employees. The vision, or
broader purpose, must be something that everyone can
relate to and work towards.
Securing leadership buy-in is essential for businesses to
break free from departmental constraints and achieve
a Total Experience transformation that aligns with the
company’s broader purpose and resonates with all
employees.
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TOP 6 CONSIDERATIONS WHEN INVESTING IN CX AND EX
Connecting Your Employees to the Customer
Journey
While frontline workers such as sales, implementation,
and customer care are viewed as the main drivers of
the customer journey, we must recognize that every
employee plays a critical role in shaping the customer
experience. Employees who are involved in creating,
manufacturing, shipping, and invoicing of the product
must possess a deep understanding of how their
products are used by customers, the problems they solve,
and the extent to which they are used.
When employees lack this understanding, it represents
a missed opportunity to create an optimized customer
experience that truly meets the needs and expectations
of customers. Therefore, it’s essential to ensure that every
employee is fully aware of how their work impacts the
customer journey, from ideation to production to delivery.
Work Better, But Better than What?
At its core, employee experience involves empowering
employees to adopt new ways of thinking and working,
with the goal of improving their performance, increasing
engagement, and improving retention. When it comes
to enhancing the employee experience, many business
leaders assign that responsibility to Human Resources.
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While clearly a critical role in the employee journey, it’s
important to recognize that EX encompasses the entire
experience, not just HR.
Working better is a great aspiration but the question
is better than what? What is often lacking is an
understanding of the day to day working experience for
an employee. What do employees do in a day? What
works well and what does not? To truly optimize the
employee experience, it’s crucial to understand the
discrete tasks and processes that make up the work
life for employees to best align which interventions
will provide value and when. What specific tasks will
it improve, and to what extent will it enhance their
efficiency? Understanding that adopting a new way of
working is challenging, what is a realistic timeframe for
realizing the higher efficiency and how will we adapt to
feedback along the way?
The mature employee experience is a measured
experience. Measuring the impact of technology and
tools on employee tasks and efficiency is an essential
aspect of EX transformation. By evaluating the impact
of these investments, companies can ensure that they
are making the right changes that truly benefit their
employees and drive productivity.
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TOP 6 CONSIDERATIONS WHEN INVESTING IN CX AND EX
Technology, the cause of and solution to, all
employee problems
A bit of humor but underlying is a real challenge. When it
comes to technology purchases in the workplace, many
employees feel that they have had a largely negative
impact on their overall experience. The reality is that the
plethora of tools take a lot of work.
Employees are forced to access as many as a dozen
separate point solutions, leading to a phenomenon
that Harvard Business Review refers to as a toggle tax.
Switching from app to app is exhausting. On average,
workers toggle between different apps and websites
nearly 1,200 times each day. Over the course of a year,
that adds up to five working weeks, or 9% of their annual
time at work. “People who are engaged in work where
they are constantly switching between applications are
more likely to be bored and distracted,” writes HBR.
Far too often, decisions are made to invest in new
technologies without a full understanding how they will
be integrated into the end user’s flow of work and daily
tasks. This results in employees who are left to figure out
how to use these tools on their own, with little training.
Without a mechanism for measuring the effectiveness of
these tools, the result is often a forced adoption of new
technology, regardless of whether it helps employees
work better. Roll this up ten years, and we see that the
employee experience is the sum of every previous failed
technology roll-out where employees have become the
glue that binds it all together.
Technology holds so much promise to power
transformations but without an employee centered
strategy even the most impactful technologies will fail.
Understand How Product Experience Impacts your
Customers and Employees
A digital product experience isn’t the same as a customer
experience. Rather, PX is a touchpoint along the customer
and employee journey that can make or break a positive
customer experience.
You can’t deliver a positive customer experience unless
you first complete a comprehensive evaluation of the
end-to-end CX and an audit of your current employee
experience. Such an exercise is pivotal in identifying the
essential product experiences required.
Here’s an example: our team collaborated with a major
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retailer to help consolidate and create efficiency within
their digital properties. Over time, this company had
launched numerous mobile apps, each serving a distinct
function. While rolling out new applications that helped
engage, reward and support customers was aligned
to their vision of customer-centricity the fragmented
approach to deploying these features hindered a
customer’s experience with the brand. Customers had
to figure out which app provided a desired function
and toggle between multiple apps (sometimes within a
single store visit), creating a customer experience that
lacked cohesion and value. It was evident that these apps
were built in silos without considering the customer’s
perspective.
Our responsibility was to make business leaders
understand that customers would never relinquish a
significant portion of their mobile device’s screen real
estate to numerous apps from the same brand. Moreover,
the app strategy had been driven by the company’s
corporate structure, rather than the actual customer
needs and wants.
Through reframing around the customer’s journey and
mapping the crucial touchpoints where a digital product
experience could improve their experience, we were able
to not only improve the overall customer satisfaction, but
significantly streamlined the cost to maintain and manage
their digital products. In essence, a meaningful PX should
concentrate on enhancing the customer’s journey
and identifying how a specific product experience can
augment it.
“People who are
engaged in work
where they are
constantly switching
between applications
are more likely to be
bored and distracted.”
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TOP 6 CONSIDERATIONS WHEN INVESTING IN CX AND EX
Prioritize Measurable Moments to Maximize Your
Tech Investments
Technology impact cannot be adequately measured
by uptime and usage absent the impact to actual tasks,
yet this is the state for most new technologies. Making
matters worse, organizational structure can often put
well intentioned technologies at odds with each other.
Consider the simple scenario of competing employee
portals (HRIS, Service, Communications) all striving to
show value through usage, and all equally required to
do so to show the value of that investment. What’s lost
is the impact to the actual experience, where confusion
reigns and employees struggle to be effective. Where
each stand-alone technology may be measured and
successful, the total experience return is negative.
To make effective technology investments, companies
must understand the essential moments that matter
ensuring digital interventions deliver the most impact.
Equipped with the total experience journey and ways of
working tasks analysis, create a measurement framework
to connect impact on these moments to key business
outcomes (e.g., revenue, attrition, NPS, …).
Consider those moments at key intersection points,
where a customer and employee interact (e.g.,
sales, service, product), for deeper inspection and
measurement. Identify tasks of low efficiency and high
scale to have the broadest impact.
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By prioritizing these moments, you will ensure that your
investments provide tangible benefits to your employees
and customers.
To achieve total experience transformation, it’s essential
to get buy-in from executive leadership, as significant
organizational changes may be necessary. Without top-
down directives, employees are often constrained by the
operations and incentives of their department or function,
hindering the ability to enact real change. It’s also critical
to align the company’s vision with the CX vision and
ensure that all employees understand how their work
impacts the customer journey.
Streamlining workflows with automation, integrating
key systems and tools, and optimizing the employee
experience with technology are all essential aspects of
total experience transformation. However, it’s important
to measure the impact of these interventions, especially
at key intersection points where customers and
employees interact. By prioritizing these moments and
understanding their impact on key business outcomes,
companies can make effective technology investments
that provide tangible benefits to employees and
customers. Ultimately, a meaningful product experience
should concentrate on enhancing the customer journey
and identifying how a specific product experience can
augment it.
8
Up Next
In the next chapter we explore the common pitfalls
and challenges that often lead to failed investments
in CX and EX. Despite the recognition of their
interdependence, many organizations struggle to
realize the full potential of these investments. The
chapter offers strategies for avoiding these pitfalls,
and helps to ensure success.

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Chapter 2:
Four Reasons
Customer and
Employee Experience
Investments Fall Short

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Every company aspires to invest in technology that
will enhance its CX and EX. Nearly every business
leader today recognizes that when employees are
frustrated, the customer experience suffers, and
vice versa.
Technology investments can be a double-edged
sword. If a technology platform solves real problems
for the employee or customer, the result will be a
positive experience for both, and the investment will
be justified. If not, it will only compound problems.
All too often, organizations overlook the cost of
change in hopes a technology solution alone will
drive the necessary shifts. Unfortunately, when
behavioral changes are underfunded during roll-out
and adoption, any good that may come from the
investment in technology will be blunted.

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FOUR REASONS CUSTOMER & EMPLOYEE EXPERIENCE INVESTMENTS FALL SHORT
Chasing Technology for Tech Sake
Many brands want to cultivate a reputation as the
innovator of their industry. In pursuit of that reputation,
business leaders will embrace new technologies, and roll
them out slowly to see
If they deliver positive benefits. It’s a game of iteration:
invest lightly, evaluate traction, and scale up if successful.
The promise that X new technology will solve a specific
issue is pervasive and desired.
As it promises an easy fix to what are often operational
and people challenges. More often, the addition of new
technologies done in silos causes more friction and a
poorer experience. Redundant technologies, overlapping
capabilities, decreased productivity, user frustration and
distrust in investments can all be tracked back to not
planning for how the new technology fits into and adapts
the current ways of working.
Even aspiring to add the simplest seeming CX tool or
feature, can require a large amount of time and effort to
implement and maintain.
Are these technological investments merely trends or
part of a larger transformation?
Is the impact clear and compelling? Do employees
understand why they should invest their time in a tool
and how it will positively impact their jobs? Does the
technology remove friction from the employee and
customer experience? Does the change improve one part
of the experience but damage another?
© RIGHTPOINT | WWW.RIGHTPOINT.COM
Technology investments should be seen as long-term
value propositions that simplify employees and customer
lives, as this will foster adoption and realization of the
promised return on investment (ROI).
Failure to get Employee & Customer Buy-In
Employees and customers are not overly concerned with
technology. They listen through one lens only: how will this
investment solve my problem? If a technology investment
is unable to answer this question there is a high likelihood
it will fail. Success hinges on their active buy-in, which in
turn, depends on the technology’s ability to enhance the
moments that matter to them.
To drive a successful investment strategy, it is essential to
measure the impact of technology early and continuously.
This includes understanding and measuring the discrete
impact it has on employees and customers, as well as
recognizing the intersections where one influences the
other.
Both the voice of the employee and the voice of the
customer datasets hold valuable insights into the level
of buy in, and the degree to which any investment is
delivering tangible benefits. These datasets are often
managed separately by HR, Marketing and CX teams,
which prevents the holistic view needed to assess buy in.
By breaking down these silos, however, you can harness
two sets of voices that relate to a shared journey.
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FOUR REASONS CUSTOMER & EMPLOYEE EXPERIENCE INVESTMENTS FALL SHORT
Failure to Recognize that Investments Must Align
Customer Needs with Employee Passion
It’s tempting to keep up with every new feature or offering
your competitors roll out. But should a particular feature
become your top priority just because a high-profile
brand is riding a wave on it?
Studying successful brands can be insightful, of
course, but there’s a lot you can’t see from your outside
perspective. Great products can win attention, but a great
customer experience needs more than that. It needs
employees who are passionate about some aspect of
your products, whether it’s cool design, elegant workflows
or a differentiated customer service.
As tempting as it is to keep up with the Joneses, resist
the temptation of a feature race and aim for a quantum
leap forward. You’ll recognize when a product initiative
is a giant leap forward by the excitement level of your
employees.
Perpetual Pilots Are Not Innovation
Simply piloting a multitude of initiatives does not equate
to true innovation. In fact it could be the opposite. Why?
Initiatives take investment on the part of the employees.
They’ll need to learn new things, whether that’s a new
workflow, software platform, or a new set of terms.
Employees are naturally keen to conserve their resources
so that they can focus on their most important tasks. In
this respect, pilots are a distraction.
© RIGHTPOINT | WWW.RIGHTPOINT.COM
Rolling out several to see which “stick” intuitively feels
smart, but it can teach your employees to ignore new
initiatives, as they’ll assume that this one, like all the pilots
before it, will fall by the wayside.
Pilot burnout will hinder true innovation in that once a
truly game-changing pilot is launched, it will be an uphill
battle to get employees to buy in and give it a shot.
To preserve an appetite for innovation, be very thoughtful
about the initiatives and pilots you roll out. Ask: will this
affect the moments that matter to your employees? Will
it make their life easier? Will they see a return benefit for
the work they must put into adopting it? Will it contribute
to the Total Experience? If the answers to these questions
are yes, then, go forward with the pilot.
Planning Your Path Forward
Before you invest in CX/EX technology, accept that it
alone cannot solve problems. The technology investment
must align with the employees and customers’ needs and
must be rolled out with their support to achieve success.
Smaller changes that are fully realized broadly are more
valuable than a large, promised change that is not.
By prioritizing the moments that matter to employees
and customers, breaking down organizational silos, and
aligning incentives and investments, companies can
achieve successful technology roll-outs and deliver a
better Total Experience.
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Up Next
In the next chapter, we delve into the crucial
process of breaking down silos and mapping
the EX and CX to identify the moments that
truly matter. By understanding and pinpointing
these critical moments, you can uncover the key
touchpoints that significantly impact both your
employees and customers.

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Chapter 3:
Total Experience:
How to Identify and
Measure the Moments
that Matter
It’s impossible to improve and align the CX and EX
unless we understand the moments that matter.
This chapter looks at those critical moments, and
explores how they can enhance or detract from
your brand’s Total Experience.

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HOW TO IDENTIFY AND MEASURE THE MOMENTS THAT MATTER
What Are “Moments that Matter”?
Much has been said by us, and plenty of others, about the
tight correlation between the CX and the EX. It’s critical to
understand how those experiences correlate if you want
to ensure your employees are happy and engaged, and
customers are loyal and quick to promote your brand.
To correlate those two experiences, however, we need
to understand the moments that matter for each.
Moments that matter are instances that affect a person’s
perception of a brand. They are often the result of your
overall operating model, and how well it is optimized to
help your employees and customers succeed.
Moments that matter change over time and will require an
ongoing approach to continued evolution. This is possible
with a framework that continuously measures both the
employee and customer experience.
How to Identify the Moments That Matter?
Every customer journey has a corresponding set of
human experiences that can either support the quality
of that CX or miss the mark. This is something we all
experience daily. We can call into a contact, tell our story,
only to be told we need to speak to another department,
leading to more hold time and repeating ourselves. This is
a common, but less-than-ideal CX scenario.
© RIGHTPOINT | WWW.RIGHTPOINT.COM
A key goal for any customer-centric organization is to
eliminate such friction, but how? We can do so via a
variety of methods. The first step is to conduct voice of
customer and employee research. Ask employees about
the worst aspects of their job and what frustrates them
the most. Chances are high that the moments in which
they feel pain, the customer is equally frustrated.
Use everything you have at your disposal to inform your
perspective of moments that matter. Leveraging other
inputs like customer churn, employee engagement rates,
exit interviews, customer self-service success/failure
rates, and social listening data can be highly valuable. For
instance, you can look at the top reasons why customers
reach out to your contact center. Are your agents able to
resolve their issues immediately, or are multiple touches
required? Let’s say that your internal role definitions
require that customers who call in about a specific
billing issue must be transferred to a specialist. That’s
not an ideal experience. One way to improve your total
experience is to enable your frontline agents to address
that billing issue on the first call.
Once you understand the underlying trends that prompt
a call to a contact center or an employee to resign in
frustration, you can identify people and personas who are
ripe for an opportunity or at risk of a negative experience.
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HOW TO IDENTIFY AND MEASURE THE MOMENTS THAT MATTER
Correlating the CX and EX
When Rightpoint works with a client, our goal is to link
the CX to the EX, and to correlate the moments that
matter for each. We look at an event, assess what went
wrong, and dig deeper to understand why.
To understand the underlying cause, we examine the
role of the employee as well as how the organization is
structured. We want to discover whether your frontline
employees are empowered to resolve customer
problems, and if they’re not, what is required for them
to do so?
These are truly customer-centric moments that
demonstrate the importance of relating the CX to the
EX. Employees are frustrated when they can’t help
customers, and customers are at risk when they can’t
get their problems solved.
Service Design Blueprints
We read a lot about journey maps, which are useful
for understanding when customers interact with your
brand. But when you want to gain a deep understanding
of the correlation between your CX and EX, you need
to look beyond the journey map. You need to look at the
people, process, technology, and data that combine to
affect an interaction that occurs along your customer
journey, the service design blueprint, connecting business
transformation to customer needs, employee capabilities
and change metrics.
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The entire service blueprint is oriented around the
customer experience. We map all the ways a customer
interacts with a company’s digital, physical, and human
touchpoints. Finally, we look at what is happening
‘backstage’ or the internal interactions that need to
happen to create an optimal experience. A key part of
this is process mapping which allows us to understand
how decisions, business structures, teams, and data
impact interactions and ultimately the customer
experience.
Ways of Working Task Analysis
When we map out a service design blueprint, we look at
the ways employees work to complete a task – the steps
they take (i.e., process), the tools they use, the data they
have access to, and the definition of their roles.
Let’s say your company manufactures a device, and that
you offer warranties for those devices. Now let’s say that
voice of customer research reveals that customers are
unhappy with those warranties. A poor experience could
result if, for instance, deep within the organization a team
was trying to manage profitability of the warranty pricing
model.
When we do a task analysis, we will ask: What’s the
relationship between those warranty decisions, actions,
and incentives to the customer experience? How
have those decisions led to unintended side effects
downstream?
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HOW TO IDENTIFY AND MEASURE THE MOMENTS THAT MATTER

Measurement Strategy
Earlier we said that moments that matter will change
over time. The key is to measure those evolutions in
real time so that you can respond to customer and
employee needs as they occur. This, in turn, requires
you to put a measurement framework in place, to
understand existing trends, as well as exceptions, to
create an opportunity to intervene.
Your measurement framework must be dynamic, which
is to say you need a system that monitors the employee
and customer experience on a continuous basis.

Finally: Iteration
When armed with a comprehensive grasp of
the service design blueprint, along with a robust
measurement framework that captures the real-time
impact to the moments that matter, you will be poised
to embark on a journey of continuous improvement.
This approach allows for a proactive and iterative
process, where insights gained from measuring these
critical touchpoints can inform strategic decision-
making and drive meaningful changes. By continuously
assessing and refining your customer and employee
experiences based on these insights, you can cultivate
a culture of ongoing enhancement and ensure that your
brand evolves to meet the ever-changing needs and
expectations of all stakeholders.

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HOW TO IDENTIFY AND MEASURE THE MOMENTS THAT MATTER

Transformation in Action: Large Hedge Fund toward truly personalized, intelligent, and predictive
experiences. These were all in service of the experience
A large hedge fund asked Rightpoint to help it develop goals as opposed to the build it and hope they come
and launch a program to transform its core operations. approach often applied to shiny new technologies.
They are known for their unique culture that focuses on
radical transparency and the pursuit of truth. Digital transformation should be anchored in experience.
Have we transformed the employee experience such that
The client has three key goals to accomplish: they have more headspace to focus on clients?
• To free up “employee headspace” so that they
had more time to focus on customers and core
capabilities.
• Compete for talent by boasting the best employee
experience in the industry.
• Spend money wisely by tying investments into
experience impact.
Our 24 month transformation began with a focus on
horizontal customer experiences. For a large program like
this it was critical to ground the effort with User Research.
We conducted an intensive phase of interviews with
customers, employees, and service providers, we then
created personas for key members of both groups. Next,
we prioritized end user journeys and designed concepts
for digital touchpoints as a first step in the transformation
program.
Along the way we identified:
• 1000+ different service experiences.
• 100+ Journey Candidates for transformation.
• And selected 15 high leverage journeys to transform
first with multi-disciplinary design thinking teams.
For example, when optimizing the onboarding experience,
we designed a process that incorporated both enrolling
the new hire in employee benefits, as well as providing him
or her with the necessary equipment, such as a laptop.
The result was a broader and more inclusive approach
for new employees, along with a tailored experience that
predicts and meets their needs (e.g., recommend laptop
and software configurations based on prior data).
This enabled us to design a stable foundation for longer
term transformation, i.e., focusing on creating a functional
data and application foundation. During the final phase
we focused on delivering strong vertical capabilities (e.g.,
ability to rapidly make payroll, or rapid office expansions).
As part of this multi-year transformation, Rightpoint
architected and integrated next-generation emerging
technologies – including conversational AI, machine
learning, and advanced analytics – to pave the way

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Going Forward
To improve both your CX and EX, it is essential to identify
the critical touch points that significantly impact both
parties. These are the moments that matter. CX and EX are
interconnected, and achieving success in both areas leads
to remarkable outcomes. By measuring and analyzing these
moments, organizations can gain valuable insights to enhance
the overall experience and create a seamless and satisfying
journey for all stakeholders.

In this POV, we highlighted the importance of aligning CX

and EX to create a cohesive Total Experience and why the
interconnectedness of CX and EX should be viewed as integral
parts of a unified journey.

Understanding the moments that matter in this journey is

crucial. By aligning CX and EX, your organization can achieve
remarkable outcomes. A cohesive Total Experience enables
seamless interactions between customers, driving customer
loyalty, employee satisfaction, and overall business success.

Brands that recognize the significance of aligning CX and EX

will thrive in the coming decade. Invest in cohesive journeys
throughout your organization to create a transformative
environment that sets your organization apart from your
competitors and paves the way for long-term success.

Contact Rightpoint today to start your brand’s journey

towards Total Experience.

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About Rightpoint
Rightpoint, a Genpact company, is a global experience leader. Over 700 employees across 12 offices work
with clients to drive growth by delivering experiences that transform how people, technology and businesses
interact. We call this Total Experience. Our diverse teams lead with empathy, data and creativity—always
in service of experience. From whiteboard to roll-out, we help our clients embed experience across their
operations from front to back office to accelerate digital transformation through a human-centric lens.

Learn More Connect With Us

www.rightpoint.com

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