Inspiring
CX Vision & Leadership

FTSE100 Telco Operator
Transforming the Complaints Handling Function

Challenge: The company was facing an unprecedented increase in the volume of consumer complaints due to sustained operational challenges. The Complaints Handling Function (circa 400 FTE across 3 geographies) were unable to maintain service levels and quality, which eventually drew the attention of the regulator. Employee morale fell, leading to a downward spiral in performance.
What we did: We conducted a rapid and comprehensive review of the Complaints Handling Function on two levels. First, we examined their operating model (including the quality of case handling) and second, we analysed the key drivers behind the complaints themselves.
Result: The function was stabilised and performance turned around within 6 weeks. This was achieved through the implementation of a new omni-channel operating model that was reviewed and approved by both the regulator and the ombudsman. The approach leveraged more efficient and effective channels and created the capability to proactively address the key drivers of complaints. This was done by setting up a 'Driver Analytics' capability and 'Closed Feedback Loops' to ensure organisational ownership and resolution of the root causes of complaints. As a result, complaint volumes were reduced by 52% and the customer complaints handling Net Promoter Score increased by 51 points.

FTSE100 Payments Provider
Using CX Insights to drive greater Operational Efficiency

Challenge: A B2B business faced the challenge of reducing its operating costs by 10% without compromising the customer experience.
What we did: This challenge was taken as an opportunity to map, for the first time, the end-to-end client journey. The goal was to identify customer pain points and uncover LEAN waste removal opportunities.
Result: Within 12 weeks, the entire client journey had been mapped, highlighting 350 LEAN opportunities that equated to several million pounds in avoidable waste and costs. A significant portion of these savings were realised within the following 6 months.
This use of customer insights to drive operational improvements also directly benefited customers. For example, a 70% reduction in a products application cycle time was achieved, through a radical simplification of the application form and related processes.

FTSE100 Cybersecurity Company
Boosting CX Behaviours: CX Heroes Award

Challenge: The company wanted to increase the adoption of its new CX behaviours, which until that point were not being consistently lived everyday.
What we did: We co-designed a unique, company-wide, peer-led recognition program in collaboration with employees. The program focused on recognising individuals who had demonstrated outstanding customer-centric behaviours through the eyes of their peers, not just their leaders. This marked a dramatic shift from the traditional, siloed, top-down recognition schemes the company had previously run.
Result: The award program not only celebrated exceptional contributions, but also fostered a culture of authenticity and customer-centricity. Employee participation in the program increased by 60% within the first three months and the awards themselves became a popular, key part of the CEO's monthly Town Hall's.

Leading IT Company
Designing the Employee Experience Vision

Challenge: The HR team faced challenges in attracting talent within a competitive recruitment market. As a result, they wanted to craft a vision that emphasised an outstanding employee experience, positioning the company as the most sought-after IT employer in the market.
What we did: We facilitated a series of interactive workshops with the HR team, which included: conducting a SWOT analysis, defining "What Great Looks Like," identifying the top 10 priorities, and developing a comprehensive HR Team Brand Canvas.
Result: This process provided the HR team with a clear vision and strategic priorities, enabling them to focus on enhancing the employee value proposition and experience, while reinforcing their company brand within the competitive IT market.

Tier 1 Bank
Activating CX Leadership Behaviours and Ownership

Challenge: The leadership lacked awareness of the strategic importance of CX and how to effectively prioritise and drive it across the organisation, which prevented them from being effective CX role models for their teams.
What we did: We conducted activation workshops with engaging, gamified content to emphasise the importance of CX and align the leadership team on its strategic value. These workshops also created a collaborative space for discussing what was expected of them.
Result: The roadshow resulted in a CX activated and motivated leadership group with actionable OKR plans for each board domain, effectively embedding CX into the organisation's daily operations.

FTSE100 Cybersecurity Company
Bringing the Customer to Life via the Customer Academy

Challenge: The company wanted to dramatically shift its CX program by driving customer ownership across the entire employee base while also encouraging adoption of its new customer feedback platform.
What we did: We developed a digital, interactive training solution based on microbite learning. This approach made the customer real and relevant to all employees, including non-customer-facing teams, by using their own voices and stories to highlight their roles and how they impact the customer every day.
Result: The training program achieved the highest employee completion rate and a satisfaction score of 4.5/5, along with a 45% increase in participation in the Slack CX community channel.

Tier 1 Telco Operator
Collecting Voice of the Customer Feedback

Challenge: As part of a Telco operator's journey to becoming a CX-driven organisation, the goal was to implement a structured approach to collecting and analysing feedback across critical moments of truth in the business customer journey.
What we did: We began by mapping the business customer journey, analysing root causes of friction, and defining moments of truth. We implemented feedback collection at these touch points, and developed a comprehensive dashboard for real-time insights.
Result: The Telco operator now has a clear, actionable view of customer feedback, enabling data-driven decisions to improve the customer experience at pivotal moments.

FTSE100 Cybersecurity Provider
Optimising CX with the Health of the Customer Report

Challenge: The company needed a structured approach to creating a regular top-down (C-Suite) customer experience conversation, which had previously been lacking.
What we did: To start the customer 'Listen/Learn/Improve' cycle from the top down, we designed and implemented the 'Health of the Customer' Exec review. To aid rapid decision-making, this review focused the Exec team on key CX metric performance results, prioritised key drivers and identified opportunities. It enabled the Exec team to make regular, impactful customer experience improvement decisions and ensured that these decisions were delivered.
Result: This became a regular, monthly part of executive meetings, driving ownership and accountability for CX across the company. To ensure full transparency, the Health of the Customer Report was shared with the entire organisation, fostering alignment and a stronger focus on CX. This enabled the organisation to take proactive steps toward continuous improvement.

FTSE100 Payments Provider
Driving Customer-Focused Conversations

Challenge: The organisation's siloed business units created misalignment and fragmented decision-making, making it difficult to prioritise and implement strategic initiatives that could drive meaningful improvements in customer experience.
What we did: We established a cross-functional CX Committee to align leadership, prioritise strategic initiatives, and drive coordinated action. Monthly meetings focused on key customer insights, ensuring alignment on high-impact initiatives. To track progress, we introduced a Health of the Customer Dashboard, enabling real-time performance monitoring, transparency, and data-driven decision-making.
Result: High-impact initiatives led to an 8-point NPS improvement and increased customer retention. More importantly, the effort fostered a culture of strategic alignment, collaboration, and data-driven decision-making, ensuring a long-term approach to CX excellence.