Sujay Saha

Pick one. And once we pick that, a lot of those bespoke measures and metrics that I was talking to you about gets created around that. We broadly categorize it in five dimensions. One of those dimensions is around pride.

So it's essentially the emotional commitment of the organization to brand purpose and strategy, which is, as you know, like purpose is like very close to my personal heart, like around how do you create that pride for being in that organization, right? The second is influencers. How do you create an internal and external brand, what I'd call like the rallying cry around that purpose, right?

So it's essentially the emotional commitment of the organization to brand purpose and strategy, which is, as you know, like purpose is like very close to my personal heart, like around how do you create that pride for being in that organization, right? The second is influencers. How do you create an internal and external brand, what I'd call like the rallying cry around that purpose, right?

So it's essentially the emotional commitment of the organization to brand purpose and strategy, which is, as you know, like purpose is like very close to my personal heart, like around how do you create that pride for being in that organization, right? The second is influencers. How do you create an internal and external brand, what I'd call like the rallying cry around that purpose, right?

Why do people want to shop with you? Why do people want to bank with you? Why do people want to work for you, right, and with you? And then this leads a lot of times into the behaviors, the critical positive habits and actions that really define the culture, that drive excellence, need to be embedded into really the performance management, essentially. Right.

Why do people want to shop with you? Why do people want to bank with you? Why do people want to work for you, right, and with you? And then this leads a lot of times into the behaviors, the critical positive habits and actions that really define the culture, that drive excellence, need to be embedded into really the performance management, essentially. Right.

Why do people want to shop with you? Why do people want to bank with you? Why do people want to work for you, right, and with you? And then this leads a lot of times into the behaviors, the critical positive habits and actions that really define the culture, that drive excellence, need to be embedded into really the performance management, essentially. Right.

And then, which turns into a lot of value drivers for the organization, which you would imagine not every time can you track the metric like, hey, were we able to make X million dollars of sales? You may not be able to get to that, but what are the drivers of that that can get you to that? It could be the sales pipeline. It could be the quality of sales pipeline, a lot of those.

And then, which turns into a lot of value drivers for the organization, which you would imagine not every time can you track the metric like, hey, were we able to make X million dollars of sales? You may not be able to get to that, but what are the drivers of that that can get you to that? It could be the sales pipeline. It could be the quality of sales pipeline, a lot of those.

And then, which turns into a lot of value drivers for the organization, which you would imagine not every time can you track the metric like, hey, were we able to make X million dollars of sales? You may not be able to get to that, but what are the drivers of that that can get you to that? It could be the sales pipeline. It could be the quality of sales pipeline, a lot of those.

So the key sources of the value in the eyes of customers and employees that really matter to them, those are the drivers that we connect. And ultimately, the fifth dimension is the outcome. So it's pride, influences, behaviors, value drivers, and outcomes. Those are the five. categories that I would say, and sometimes these five become four, five becomes six.

So the key sources of the value in the eyes of customers and employees that really matter to them, those are the drivers that we connect. And ultimately, the fifth dimension is the outcome. So it's pride, influences, behaviors, value drivers, and outcomes. Those are the five. categories that I would say, and sometimes these five become four, five becomes six.

So the key sources of the value in the eyes of customers and employees that really matter to them, those are the drivers that we connect. And ultimately, the fifth dimension is the outcome. So it's pride, influences, behaviors, value drivers, and outcomes. Those are the five. categories that I would say, and sometimes these five become four, five becomes six.

But the idea is we start there and help the organization go through the journey with us to create something which they feel like this is my own because, and we have created for a success of our own organization in that way.

But the idea is we start there and help the organization go through the journey with us to create something which they feel like this is my own because, and we have created for a success of our own organization in that way.

But the idea is we start there and help the organization go through the journey with us to create something which they feel like this is my own because, and we have created for a success of our own organization in that way.

I say the first thing to start with is to really diagnose where the organization really is in terms of the maturity of even understanding this concept. In my opinion, one thing that we haven't brought in up until now is leadership, right? In fact, if it's okay, I'll take like a quick detour and come back to your question. Please. One of my favorite topics. Exactly.

I say the first thing to start with is to really diagnose where the organization really is in terms of the maturity of even understanding this concept. In my opinion, one thing that we haven't brought in up until now is leadership, right? In fact, if it's okay, I'll take like a quick detour and come back to your question. Please. One of my favorite topics. Exactly.

I say the first thing to start with is to really diagnose where the organization really is in terms of the maturity of even understanding this concept. In my opinion, one thing that we haven't brought in up until now is leadership, right? In fact, if it's okay, I'll take like a quick detour and come back to your question. Please. One of my favorite topics. Exactly.

So we very intuitively understand that customer and employee experience are very related. Emotional engagement among the employees tends to produce a higher customer engagement, right? Like, this is like a very known fact. Hundreds of analysis out there. People will probably not even debate on that, right? But...