Design End-to-End Customer Experience Services
The challenge was to strengthen customer brand advocacy and loyalty by measuring and optimizing end-to-end customer experience. We built a Customer Experience strategy, defined a service model to serve IT project teams, and developed a communication plan for business leaders, executives, and technology Architects.
The client
A large telecommunications company
Results that matter
The challenge was to strengthen customer brand advocacy and loyalty by measuring and optimizing end-to-end customer experience. We built a Customer Experience strategy, defined a service model to serve IT project teams, and developed a communication plan for business leaders, executives, and technology Architects.
How we did it
In partnership with the Enterprise Architecture team, we facilitated collaborative design sessions with our sponsor to build a strategy, service definitions, and a compelling narrative to sell the mission and services internally. We plastered the walls with sketches, prototypes, sticky-notes, and the desired experience arch that we wanted our audience to have when our sponsor pitched the services to internal stakeholders, beneficiaries, and consumers. We tested the services early, incorporating feedback and listening carefully to the audience's perception of value in each service. In tight collaboration with our sponsor, we worked alongside one another to iterate and refine daily until the services were clearly defined and the leadership presentation crisp, concise, and emotionally engaging.
When: 2016
Business Value Workshops (ongoing)
Through a set of structured discussion points designed to surface key assumptions and expectations, participants commit their undivided attention to a discussion that builds a clear vision of business success for a project or program team. At the end, we have a comprehensive sketch of the measures of success, capabilities, key personas, user scenarios, and some representative process requirements.
The client(s)
Large software company, global coffee company, medium consulting company, small nonprofit
Results that matter
Through a set of structured discussion points designed to surface key assumptions and expectations, participants commit their undivided attention to a discussion that builds a clear vision of business success for a project or program team. At the end, we have a comprehensive sketch of the measures of success, capabilities, key personas, user scenarios, and some representative process requirements. After the facilitated discussion, we disappear for a week, analyze what the group came up, apply some additional rigor, and bring back a more mature version for the team. This framework is used to guide higher quality decisions, increase accountability for results, and enhance collaboration among team members.
How we did (and currently do) it
We invite the organization leadership team, initiative leadership team, or the project leadership team to the discussion, depending on the scale and intention of the discussion. In the case of a project team you see business leaders, solution management, business and technical architects, UX leads, and other key engineering leads.
Through a set of structured discussion points designed to surface key assumptions and expectations, participants commit their undivided attention to a discussion that builds a clear vision of business success for a project, program, or organization. No preparation from workshop participants is required. The more prep that happens, the less learning typically happens in the workshop. The intention is to arrive at a common understanding, which inevitably means leaving some passionate beliefs behind and adopting new insights from other participants. It’s best to show up having thought about things a little, but PowerPoint decks and other documents rarely contribute any value to the discussion.
Learn more about the process from our Planning Guide