Q8

The project kicked off with a five-day QuickScan, during which we identified the main levers that would help the Customer Service (CS) teams free up time while building on their existing strengths: increase customer value by focusing on the department’s core activities, eliminate waste across administrative processes, and strengthen the performance management system. These levers became the starting objectives of the “WOW journey”, intended to change the department’s “Way of Working”.

By introducing a balanced mix of thought and action, we were able to achieve change from the get-go. A five-week detailed diagnostic & design phase allowed us to analyse current processes, quantify pain points, map customer expectations, and measure the current level of performance, so as to set a realistic ambition of what the future of CS could and should look like. From the start, this was combined with the implementation of a set of quick wins: “irritants” – minor issues that had been frustrating the teams – were tackled once and for all.

Over the next 10 weeks, more structural implementation “deep dives” were set up: mini-projects tackling the teams’ bigger challenges, requiring a structured and dedicated problem-solving approach. In order to get everyone on board, considerable time was spent explaining the “why” of these initiatives. The deep dives were (and still are!) discussed during a “wall of fame” meeting, where successes, both big and small, are visualized and celebrated. Over time, our role evolved from leading the transformation to more of a coaching role, until the teams were fully equipped to take it further by themselves.