CASE STUDY: Driving Cultural Change and Enhancing Engagement

OVERVIEW

A government owned company faced integration challenges and regulatory scrutiny when managing the clients of two major British financial institutions after they experienced significant financial troubles during a global financial crisis.

SERVICES PROVIDED BY CROSS 8

Cross 8, specialise in leading large-scale change and driving significant improvements in business outcomes. Cross 8 utilised their expertise in customer journey analysis and improvement to enhance the customer and colleague experience ultimately achieving positive business outcomes.

KEY THEMES

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

THE CLIENT

A government-owned company established to manage over £50 billion of UK customer mortgages following the collapse of two British Banks.

THE CHALLENGE

Our client had the challenge of bringing 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. Our client was focused on the Treating Customers Fairly (TCF) FCA principles, and they needed to understand and improve their Customer Journeys to evolve their capabilities and better monitor and improve customer journeys.​

OUR APPROACH

Cross 8 was brought in to scope the work, define the approach and deliver the capability to help the client 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 interaction with customers. They also re-engineered a portion of the Quality Assurance function to assess the end-to-end customer journey, rather than individual process steps, to gain new insight into the true customer experience.

benefits to this approach

  • The ability to make data driven decisions.
  • Valuable insights on the effectiveness of digital interactions with customers.
  • Organisational alignment and ownership.
  • A comprehensive view of the customer experience.
  • Enhanced capability and monitoring.

Conclusion

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 that gave colleagues the mandate to own processes and put resources into defining and operating monitoring and improvement. Colleagues were given ownership of the capability, which was embedded in the organization.

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 business outcomes. 

 

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