Customer Journey Transformation

Turning customer journey design into real-world customer experiences requires senior engagement, cross-functional collaboration and process and systems re-engineering.

We help clients deliver measurable customer journey transformation in a wide variety of ways.

  • Set realistic expectations among senior stakeholders and advise them about the practical ways they can support the initiative to ensure it gains traction
  • Establish and facilitate cross-functional groups.  We maintain close involvement in these groups throughout a project, supporting them so they can both bring the insight and perspective of their function and to arm them so they can champion and incorporate cross-functional customer journey initiatives into the BAU of their department
  • Surface customer needs and wants in a way that is relevant to customer facing staff.  Many front line staff struggle to translate corporate strategy into tangible actions they can take.  We help companies build the bridge between customer needs, business strategy and operational reality.
  • Help establish the business case for change and prioritise quick-win activity.  Without a well founded business case many initiatives will fail to get on the development roadmap.  Unless people begin to see tangible results quickly they will loose interest and move onto other, more rewarding activities.  We ensure quick-wins are baked into to the development plan, along-side the longer term harder to achieve objectives such that success can breed success.

Once the desired customer journeys have been designed and costed, we work with companies on the detailed work of how to deliver the change. There are a number of critical services that we can provide:

  • Mapping the existing staff service capability and capacity to deliver the target customer journey
  • We develop a Practical Management Coaching plan to bridge gaps between current and required skills, experience and structure.  This is a practical programme based on the reality of managers’ roles.  Our proprietary Pragmatix™ model coaches the skills required to do ‘the whole job’, building confidence and ability by providing pragmatic and focused support.
  • Audit processes and systems. We talk to key interaction owners and understand what the supposed process is. We then observe what the actual process is and finally we look at our customer insight to see what your process needs to be to deliver the experience customers want. The output from these insights will give the business a solid understanding of what changes it needs to consider, creating a process that works for staff and for customers.
  • Audit Project management and IT capability
  • Source and/or manage third party suppliers
  • Work with the Board on driving new cultural norms
  • Continual review to balance internal drivers (reduced cost / increased sales) against customer needs and wants