Sujay Saha

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...

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...

What a lot of times organizations miss in looking at is how do you enable your leaders to be able to create this flywheel effect that you're trying to create? If good CX is a trajectory of appealing touchpoints, A good employee experience is like a social movement in the way it inspires commitment.

What a lot of times organizations miss in looking at is how do you enable your leaders to be able to create this flywheel effect that you're trying to create? If good CX is a trajectory of appealing touchpoints, A good employee experience is like a social movement in the way it inspires commitment.

What a lot of times organizations miss in looking at is how do you enable your leaders to be able to create this flywheel effect that you're trying to create? If good CX is a trajectory of appealing touchpoints, A good employee experience is like a social movement in the way it inspires commitment.

If we bring in the lens of leadership experience, which I'm talking about could be in like multiple layers, this good leadership experience is actually a catalyst for the rest of the enterprise. What leaders learn has the direct impact on the quality of employee and customer experience.

If we bring in the lens of leadership experience, which I'm talking about could be in like multiple layers, this good leadership experience is actually a catalyst for the rest of the enterprise. What leaders learn has the direct impact on the quality of employee and customer experience.

If we bring in the lens of leadership experience, which I'm talking about could be in like multiple layers, this good leadership experience is actually a catalyst for the rest of the enterprise. What leaders learn has the direct impact on the quality of employee and customer experience.

Because everything that the senior leaders say and do, as you know, is amplified to the entire organization as employees respond and comment. And those gets translated into your behaviors and your products and solutions that you end up creating for your customers. Now coming back to your question around like, where should you start?

Because everything that the senior leaders say and do, as you know, is amplified to the entire organization as employees respond and comment. And those gets translated into your behaviors and your products and solutions that you end up creating for your customers. Now coming back to your question around like, where should you start?

Because everything that the senior leaders say and do, as you know, is amplified to the entire organization as employees respond and comment. And those gets translated into your behaviors and your products and solutions that you end up creating for your customers. Now coming back to your question around like, where should you start?

I would recommend the organizations to look at where are they in this maturity of understanding this flywheel effect around customer, employee and leadership experience. And I'm pretty certain all the successful organizations would find that they are something is their strength.

I would recommend the organizations to look at where are they in this maturity of understanding this flywheel effect around customer, employee and leadership experience. And I'm pretty certain all the successful organizations would find that they are something is their strength.

I would recommend the organizations to look at where are they in this maturity of understanding this flywheel effect around customer, employee and leadership experience. And I'm pretty certain all the successful organizations would find that they are something is their strength.

Either they have coincidentally created such an empowered leadership that they are able to work the system in such a way that they create such effective customer experience through products and solutions and whatnot. Sometimes that even the

Either they have coincidentally created such an empowered leadership that they are able to work the system in such a way that they create such effective customer experience through products and solutions and whatnot. Sometimes that even the

Either they have coincidentally created such an empowered leadership that they are able to work the system in such a way that they create such effective customer experience through products and solutions and whatnot. Sometimes that even the

expense of employee experience, but they end up creating it, there is an opportunity for them to create this flywheel effect in such a way that they can create even a more sustainable organization in the future. And I think I can go with the permutations and combinations of all of these in similar way.

expense of employee experience, but they end up creating it, there is an opportunity for them to create this flywheel effect in such a way that they can create even a more sustainable organization in the future. And I think I can go with the permutations and combinations of all of these in similar way.

expense of employee experience, but they end up creating it, there is an opportunity for them to create this flywheel effect in such a way that they can create even a more sustainable organization in the future. And I think I can go with the permutations and combinations of all of these in similar way.