The politics of employee digital experience.
When organisations think about workforce or employee efficiency, conversation at the board level at some point will reflect on how, usually, a complicated combination of systems and digital tools that the workforce use to do their job is disjointed and inefficient, and what to do about it. This then gets labeled as employee experience.
An ambitious sponsor will pull together a business case that asserts: “well, if we spend $xM we can gain $yM hard benefits in efficiencies and savings”. Part of this conversation also relates to top talent retention, making the workplace a happier place for our people, and all these kinds of soft benefits as well.
Once funding has been approved, the complicated work begins. With lower or higher degrees of expensive systems surgery to excise the old and put in the new. Debates around experience strategies: “layers” v “full stack” v “headless API” v “CRM approaches” v “omni-channel” v “decoupled architecture” are thrown about by the techies, often with external consultancies brought in to clear the pathway forward to anoint the validity of the $x/$y cost benefit equation.
At its core all of this is about an amorphous digital experience which has leaked very successfully into all aspects of work (and life). Putting the word “experience” to collect up the suite of all the digital things…
