Organizations have ambitious goals for improving their customer experience (CX). But CX change isn’t easy; it requires significant transformation across almost every aspect of operations. Therefore, given the effort required, it’s no surprise that Temkin Group research shows that less than half of large organizations rate their CX improvement efforts as effective. Our research into how large organizations successfully change uncovered a core insight: CX change must be focused on changing the way employees do their every-day jobs. We have developed an approach to CX change that we call Employee-Engaging Transformation (EET), which we define as, “Aligning employee attitudes and behaviors with the organization’s desire to change.” There are five practices required to succeed at EET: Vision Translation, Persistent Leadership, Activated Middle Management, Grassroots Mobilization, and Captivating Communications. This research shares examples of these practices in action from over a dozen large organizations, including Adobe, MetLife, Oklahoma City Thunder, Oracle, Prime Therapeutics, and Rackspace. To assess your own organization’s effectiveness in these five practices, use Temkin Group’s Employee-Engaging Transformation Assessment.