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1Repair Windows errors before they cause bigger problems2Scan for outdated or missing drivers - takes under a minute3Clear out junk files and repair common Windows errorsCX + EX = BG is a management framework Avaya introduced at its 2024 Engage conference: customer experience (CX) and employee experience (EX), working together, can support business growth (BG). It is a useful way to think about how a company serves customers, but it is not a proven equation or evidence that improving either experience automatically causes growth.
What does CX + EX = BG mean?
The letters stand for customer experience, employee experience and business growth. The framework’s central idea is practical: employees deliver many of the interactions customers remember, so the tools, knowledge, workload and support available to staff can affect how service feels to customers. In turn, customer interactions can shape trust, loyalty and whether people choose to return.
Avaya presented the formula at its 2024 Engage conference. Computer Weekly covered the conference framing in its August 2024 report. Avaya’s own explanation appeared in a sponsored CIO BrandPost, published September 26, 2024; its claims should be understood as vendor advocacy, not independent proof.
The plus sign is a strategic prompt, not arithmetic. The cited coverage does not establish that CX and EX improvements cause a particular amount of growth, nor that every company will benefit in the same way.
What counts as business growth?
Growth need not mean revenue alone. In a Six Five Media interview, Avaya CEO Alan Masarek described business growth as potentially encompassing revenue growth, profitability, shareholder value and overall business performance. The right measures depend on a company’s goals; an experience initiative should be judged against outcomes it is meant to influence, rather than a single universal definition of growth.
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Masarek also put the relationship between employee and customer experience directly: “At the end of the day, you can’t in a vacuum deliver a customer experience without at the same time delivering a great employee experience.” That is a management perspective, not a measured causal finding.
Why the contact center makes the connection visible
Contact centers are a clear example because employees handle customer questions while relying on software, information and routing processes. A useful approach is to make routine service convenient without removing human help from situations that require judgment or empathy.
- Equip agents: Give staff usable systems, relevant customer information and accessible knowledge so they can resolve issues without unnecessary friction.
- Automate selectively: Route straightforward, repetitive requests to digital or AI channels when they serve customers well; keep a clear path to a person when a request is complex or sensitive.
- Measure outcomes, not only speed: Handle time can be useful operational data, but it does not by itself show whether a customer’s issue was resolved or trust was maintained.
- Check the business case: Masarek recommends evaluating AI investments by return on investment and reconsidering agent KPIs when automation removes routine work. These are his recommendations, not proof of results from a particular deployment.
Computer Weekly’s coverage also relayed forecasts and survey expectations from Zendesk’s Future of AI-powered CX report. The article said 64% of surveyed industry leaders expected downsizing due to AI, a fivefold increase in customer-service interactions was forecast, and AI was projected to resolve 80% of interactions. These are reported expectations and projections—not observed outcomes or universal predictions—and the report year is not established in the inspected article. They should not be treated as a staffing plan or a guaranteed service outcome.
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Cavell’s account of Avaya Engage described Disney prioritizing a “trust index” over call handle time. It also reported that Southwest discussed biannual employee surveys, mental-health workshops and financial-planning services for agents. These examples show ways companies may express attention to customer trust and employee conditions; they are not controlled evidence that those practices caused growth.
Avaya chief revenue and customer experience officer Marylou Maco, quoted by Computer Weekly, said: “The future belongs to companies that are embracing CX plus EX. Those brands that are making that investment are becoming a new category. And that category is loyalty leader within their industry”. This is an executive’s point of view, not an independently verified forecast.
How to put the framework to work
Use the formula to test whether customer-facing goals and employee working conditions fit together. Before changing a contact center or adopting AI, assess the operating model as well as the technology.
- Choose the customer outcome. Define the problem to solve—such as a confusing process, repeat contacts or a lack of trust—and decide how to observe improvement.
- Examine the employee experience behind it. Ask whether staff have the information, tools, training and authority needed to deliver the intended service.
- Separate routine from complex work. Identify which requests are suitable for self-service or automation and where human judgment, empathy or escalation is important.
- Set balanced measures. Track customer outcomes and trust alongside service operations and job quality. Avoid treating a faster interaction as success if the issue remains unresolved.
- Evaluate technology and disruption. Compare usability for agents, integration with existing systems, data quality and implementation risk. Require a documented business case and review actual results against it.
Avaya Experience Platform is one enterprise contact-center platform that may be relevant to this category, not a prerequisite for the framework. Moor Insights & Strategy reported that Avaya announced AI enhancements at Engage 2024, including third-party digital-assistant integration, AI agent assistance and Avaya Ada. That announcement does not establish current availability or feature packaging; organizations should verify current product details directly before making a decision. The platform category cannot substitute for management, training or measurement.
How to read the headline growth claims
Avaya’s sponsored CIO BrandPost says companies excelling in both CX and EX achieve “more than double the revenue growth” of companies that lag in CX. The post does not provide a visible study methodology, so the figure is best treated as an attributed vendor claim rather than an independently verified general result.
The same sponsored post attributes a claim to McKinsey that 80 percent of value creation achieved by the world’s most successful brands comes from their core business, principally by unlocking new revenues from existing customers. The year and definitions are not established in the inspected CIO article, and the underlying McKinsey material has not been independently verified here. The figure should therefore remain attributed to the sponsored post rather than presented as a standalone finding.
Together, these qualifications matter: the formula can help leaders ask better questions about service and working conditions, but the available sources do not establish a causal law or quantify the growth a company should expect from adopting it.
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