Framing the requirements for developing a customer-centric approach and service model

The issue

•With a re-focusing of the organization on energy transition and a strategic objective to grow B2C Mobility and Convenience revenue streams, the current, largely B2B, customer care service model was increasingly being asked to meet needs beyond core capabilities and capacity, putting a strain on service and cost to serve

•With limitations on internal capability, business units have chosen to outsource services, leading to a proliferation of suppliers, models and customer experiences

•No cohesive corporate narrative of the customer promise exists and the internal focus was on fixing service failings to reduce the noise within the organisation

•The need for a future-proof operating model that is aligned to the projected steep growth in the B2C customer base was recognized

•Gaining an appreciation of leading external practices in customer care delivery was considered an essential input to framing the right future state operating model 

Solution

•Current state assessment of customer care and customer centricity capabilities against a set of standard dimensions to establish current maturity and points of commonality or difference across business groups

•Established current state maturity of each business against an industry reference benchmark  

•Developed design criteria to frame a future operating model and as a reference against which to benchmark external leading practices

•Undertook competitor and cross-sector benchmarking to identify areas of Customer Care differentiation, including desktop research, expert input and interviews with Customer leaders within major organisations (both B2B and B2C).

•Defined the priority levers to drive improved customer-centricity and articulated the linkages between the dimensions 

•Developed an initial roadmap to outline how the Customer Care capability should evolve

The results

•Mobilised the senior stakeholders to want to move beyond fixing performance failings in Customer Care to evolving a business-wide Customer-centric operating model

•Delivered a customer centric maturity assessment across three representative businesses against a series of capability levers

•Multi-industry, international benchmarking exercise, highlighting customer-centricity maturity and leading practices

•Identification of priority levers to increase customer centricity maturity and approach options to achieve a viable system model

•Development of a roadmap to move beyond operational fixes to a strategically customer centric approach 

Curzon consulting mca finalist 2019

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Digital CX Routemap

Designing and deciding digital CX route-map & the priority omnichannel service investment to realise it

The issue

  • Having delivered the ‘brilliant basics’ part of a CX transformation programme, the bank needed to define a digital CX design to deliver a signature, differentiating experience 

  • A pressure point was that customers’ expectations of doing their banking anywhere/ anytime/on any device were growing, and the ground had been lost on this to digital challenger banks

  • The bank was also in sharp cost control mode so it was critical that digital CX investment choices were well evidenced, validated and focussed 

  • We had to answer the question: where and how to prioritise omnichannel service investment to deliver a competitive digital CX?

  • With many competing candidates for digitising customer service across the existing product portfolio, we had to be clear about what omnichannel improvements would realise greatest value from a CX and commercial perspective

What we did

  • Reviewed draft digital strategy and developed investment prioritisation criteria to focus CX and omnichannel service design choices

  • Defined design principles to guide the development of Omnichannel capability

  • Competitor and cross-sector benchmarking to identify key areas of digital CX differentiation

  • Evaluated and ranked CX/service design options against agreed prioritisation criteria and ability to leverage existing IT capability and technology roadmap

  • Flesh-out of to-be CX/service design with benefit cases supporting the investment priorities identified

  • Produced and validated a sequenced digital CX/omnichannel implementation route map

The results

  • Delivered new digital CX/omnichannel design with 10 key touchpoint changes, each with benefits ranging from £3.5M to £9M annually in a fully realised state

  • Pragmatic, phased change route map adopted, which drove early cost savings and new customer acquisition uplift by addressing highest priority CX pain points, allowing subsidisation of next phases

  • 80% of the technology capabilities required to deliver the route map were covered by leverage of existing or planned future (and already budgeted) technology assets and upgrades

Curzon consulting mca finalist 2019

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HR organisation

Building organisational capability to drive rapid performance improvement

The issue

  • Curzon Consulting were initially engaged to define the programme efficiencies of a public body with a target of £302m for the current investment period
  • Alignment of financial targets and scope at scheme level enabled us to provide assurance that the programme will succeed
  • It also revealed that there were some critical underlying issues around people and processes that needed practical solutions
  • Project configuration and change control were not historically managed well across the programme; project baselines were not agreed/recognised, and redesign often occurred
  • There was an embedded Process Compliance culture. People were more concerned on outputs and checklist completion than project outcomes and performance
  • There was inconsistency in capabilities and performance among the PM community. Projects seemed to follow contractor’s agenda rather than the client’s
  • Project and programme performance was poor and in general all projects were over budget and running behind schedule, costing millions to the Programme

What we did

  • Assessment of the management capability to implement change and mobilise the workforce
  • Analysis and prioritisation of the project management capability gaps for current and future operating model
  • Project lifecycle process mapping to understand gaps, levers and weak points
  • Communication of spend profiles to focus on project high cost and critical path activities
  • Reinforcement of the role of the PM in the operating model and the support available from specialist functions
  • Development of an on-the-job training approach to deliver immediate results and simultaneously start to address the capability challenges for long term results
  • Focus on people behaviours around process adherence and promote and install an intense focus on project performance to achieve the Programme’s objectives
  • Set performance indicators that were aligned towards outcomes, rather than outputs, to bring performance visibility

HR organisation

The results

  • Established a holistic view for an integrated project configuration and control framework. Programme has visibility on project progress and Project Manager development
  • Increased alignment to project configuration and adherence to the baseline
  • Created and installed a clear set of impactful project cost, schedule and risk related metrics. These are now being used for project performance management
  • Improved forecast stability and reduced risk exposure

Curzon consulting mca finalist 2019

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