The interest in designing new customer experiences today goes beyond the demarcation of areas of conflict and includes the harmonization of all communication and distribution channels as part of an omnichannel excellence strategy. However, the design and realization of these customer encounters is not yet illustrated in the form of scenarios, which are presented as self-contained work and learning sequences in the form of structural and process organizations of concrete customer experiences and can therefore be used as an experimental and learning environment for employees. This article therefore explores the question of which HR measures are needed to implement omnichannel excellence in an organization in the long term and to orchestrate the "unique" customer experience across all channels.