A multi-perspective ecosystem
Employee Experience, Customer Experience, and Operational Health
A corporate ecosystem that integrates employee, customer, and operational perspectives transforms complexity into clarity. It not only drives short-term success, but also builds the resilience and sustainability needed to thrive in the future.
- Each island is a valid perspective. None can be reduced to the other.
- CX is the mirror of how the world sees the company.
- EX is the mirror of how the company sees itself from within.
- OH is the translation layer that integrates both views with measurable performance.
Seen together, these three islands form the corporate ecosystem: a landscape where subjective experiences and objective measures coexist. Leaders must navigate across them — building bridges, aligning signals, and ensuring that success in one island does not undermine wellbeing in another.
Consequences for EX
From HR programs to system stewardship
- Classic EX = HR initiatives: engagement surveys, benefits, training.
- HSOS says: roles, rules, resources, rhythms, relationships, place … all shape experience.
Consequence: EX can’t be owned by HR alone — it’s an organization-wide stewardship of conditions for work.
From “engagement” to systemic fit
- Engagement scores measure feelings in isolation.
- HSOS stresses that human systems work only when anchorpoints fit together.
Consequence: EX must be measured in terms of systemic alignment (do rules fit resources? do rhythms fit roles?), not just “are you engaged?”.
From individual jobs to relationship ecologies
- HSOS highlights layered relationships: team, peers, managers, cross-functions.
Consequence: EX management must map and support the ecology of work relationships, not just optimize individual roles.
From static policies to adaptive learning
- HSOS: human systems are dynamic.
Consequence: EX management must run continuous feedback & adaptation loops (like agile retrospectives, employee listening systems) instead of one-off programs.
From efficiency to resilience & care
- Like with CX, optimizing EX for efficiency burns people out.
- HSOS says: systems need buffers, slack, recovery.
Consequence: design EX with resilience (space for recovery, error-tolerance, job crafting) instead of maximum load.
From place = office to place as anchorpoint
HSOS treats “place” as fundamental. Hybrid work shows why.
Consequence: EX management must consciously design the experience of place (home, office, digital platforms) as an anchorpoint shaping meaning, not just logistics.
Adapting CX
CX by business unit – telecommunications
Mapping cutomers’ ‘lived reality’
HSOS says: every contact has a context of visible and non-visible elements.
Adaptation: CX teams need to map and design the whole system that creates the customer’s lived reality, not just the visible contacts.
From ‘customer focus’ to relationship ecology
A thesis of HSOS is that humans are always in layered, overlapping systems. The customer is not a solo entity — they are part of networks (colleagues, peers, regulators).
Adaptation: CX must account for multiple stakeholders in the customer’s context (e.g. in B2B, not just the buyer, but also users, IT, finance, etc.).
From satisfaction to systemic alignment
Classic CX asks: “How is the customer experience?” HSOS asks: “Are the system’s anchorpoints aligned, so trust and value can emerge?”
Adaptation: measure CX health not just by touchpoints but by frictions or misalignments across anchorpoints (rules unclear, resources missing, timing off, etc.).
From incident resolution to continuous adaptation
One HSOS thesis: human systems are dynamic and must adapt. CX, then, cannot be a static handbook.
Adaptation: build feedback loops and iterative learning into CX management — so every interaction not only resolves a case but also improves the system
From siloed ownership to shared stewardship
HSOS theses highlight that systems need redundancy and buffers to be resilient. If CX is run only for efficiency, small failures break trust.
Adaptation: design CX processes with slack and recovery capacity — so errors become moments of trust-building instead of breakdowns.
From standardization to contextualization
HSOS insists that anchorpoints are context-dependent. What works in one setting may fail in another.
Adaptation: CX management must allow localized adaptations (e.g., channel, timing, language) while staying true to the system’s overall logic.
A New View on Reality
This corporate ecosystem transforms operations into a resilient navigation model. It balances efficiency with human experience, detects risks early, and ensures long-term sustainability by synchronizing employee growth, customer experience and operational excellence.
Impact on Corporate Success
- Alignment of Perspectives
- By mapping employee anchor points (e.g. relationships, sense of achievement) against customer anchor points (e.g. communication, fairness), gaps and overlaps become visible.
- This allows management to bridge expectations and avoid blind spots.
- Operational Integration
- The “Project Health” island integrates EX, CX, and efficiency into a shared operational reality.
- This ensures that delivery is not only efficient but also experienced positively on both sides.
- The effect: higher customer satisfaction, stronger employee engagement → more successful projects.
- Value Creation
- Linking different viewpoints means success is defined not only as profit, but as sustainable value creation: better customer loyalty, lower turnover, more innovation.
Impact on Resilience
- Early Warning Signals
- Divergent perceptions (e.g. customers see fairness issues, employees feel lack of recognition) show up as weak signals before they become crises.
- The company can adapt early, reducing risk exposure.
- Distributed Responsibility
- Employees see their anchor points as part of the system, not isolated feelings.
- Responsibility for improvement can be delegated downwards, creating a resilient organization that adjusts from within.
- Adaptive Navigation
- Since attention and perceptions shift over time, the model’s ability to recalibrate anchor points ensures that the company remains agile under changing conditions.
Impact on Sustainability
- Human & Social Capital
- Sustainability isn’t just ecological; it’s also social sustainability.
- By balancing employee wellbeing with customer trust and operational efficiency, the company builds a durable social foundation.
- Long-Term Performance
- Short-term gains often come from efficiency alone; long-term performance comes from synchronizing efficiency with EX and CX.
- This creates trust-based relationships with customers and employees, which are far harder for competitors to disrupt.
- Corporate Legitimacy
- A company that transparently manages EX, CX, and efficiency demonstrates fairness, accountability, and care → strengthening its license to operate in society.