CASE STUDY: Driving Customer-Centric Transformation


A government company needed a reliable way to understand and improve their customer experience while facing integration challenges and intense regulatory scrutiny.​


Cross 8 utilised their expertise in customer journey analysis and improvement to enhance the customer and colleague experience, ultimately achieving positive business outcomes.


  • Understanding and improving customer journeys.
  • Operating in an environment of close regulatory oversight and public scrutiny.
  • Executive-level sponsorship and ownership.
  • Integration and consolidation of companies, customers, systems, processes, and data
  • Improving the customer experience


A government company established to manage over £50 billion of UK customer mortgages. 


Our client had to bring together two separate companies, their customers, colleagues, processes, systems, and data into one coherent entity while managing the rundown of the mortgage book in an environment of close regulatory and public scrutiny. They were focused on the Treating Customers Fairly (TCF) FCA principles, and they needed to find a way to understand and improve their customer experience, in order to increase customer satisfaction.


The Cross 8 team was brought in to scope the work, define the approach, and deliver the capability the client needed to understand and improve their customer journeys. Our team commissioned qualitative and quantitative customer research for all the customer journeys. Understanding customer expectations and perceptions of each journey, allowed the team to establish a framework to monitor and improve the customer experience through their digital interactions. They also re-engineered a portion of the Quality Assurance function to assess the end-to-end customer journey, rather than individual process steps, providing new insight into the true customer experience.

We used a repeatable, three step process which can be applied in any business to achieve the same outcomes:


1. Understand and enhance customer journeys


  • Map customer journeys – collect data on multi-channel journeys, via online surveys, focus groups, customer interviews, social media monitoring, website analytics
  • Define Moments of Truth (MOT) – identify and prioritise customer touchpoints, confirm elements with significant impact on customers’ perceptions
  • Identify customer pain points
  • Look for opportunities to improve – identify trends, patterns, inconsistencies, and insights related to the customer journey

2. Define and implement key customer reports 

  • Establish quality framework to monitor journey performance 
  • Create CJ dashboards to track customer, regulatory, and operational performance
  • Set up quantitative and qualitative Lead and Lag indicators, e.g. Leading: Digital inc. traffic, conversion, time on site, page views, click-through; Social Media Interactions, inc. likes, shares, comments, mentions (volume and tone); Customer Satisfaction Surveys. Lagging: Customer Retention; Average Order Value; Customer Lifetime Value; NPS.

 3. Embed, control and continuously improve

  • Embed customer journeys fully into the organisation – Senior management commitment to putting the customer at the heart of everything the organisation does; Targets and objectives to recognise improvements in customer journeys; Build cross-function collaboration on journeys, not processes
  • CJ maps & dashboards to be integrated into QA process to ensure performance is met on an ongoing basis
  • Focus Continuous Improvement initiatives / teams on improving end to end journey


  • Delivered 6 full Customer Journeys with 40 variants
  • Enhanced the ability for the client to make data-driven decisions
  • Provided a comprehensive view of the customer experience, including valuable insights on the effectiveness of digital interactions with customers
  • Facilitated organisational alignment and ownership of customer outcomes
  • Improved Quality Assurance function with emphasis on assessing the customer experience
  • Reduced potential risks and penalties for non-compliance
Team Image Cross 8


The defined customer journeys were adopted and adhered to, and a customer journey performance pack was created by combining process performance data with KPIs, customer research, and Quality Assurance data. This pack was reviewed at the executive level to drive monitoring and improvement of the customer journeys. Despite challenges such as joining different departments together and obtaining end-to-end ownership of the customer journey, the project was successful due to Executive Level Sponsorship. This sponsorship empowered colleagues to take ownership of processes and allocate resources to define and operate monitoring and improvement measures.

Colleagues were given ownership of the capability, which was embedded in the organisation. By understanding how customers and colleagues interact and leveraging process, organisation, technology, and data, the client was able to improve the customer and colleague experience and achieve the desired business outcomes.

To learn more about customer journeys, moments of truth, and the tools Cross 8 uses to align end customer expectations with the organisation’s goals in our on-demand webinar “Putting The Customer at The Heart of Your Organisation: A Deep Dive into Customer Journeys”. Available here