Our client is one of Australia’s largest digital media companies. This large organisation faced the challenge of competing in a rapidly changing market. Product innovation supported by a strong customer experience was critical to the organisation’s future which needed to shift to a customer centric focus.
For the first time in the company’s history, customer advocacy was to form a significant part of its strategy. This move to advocacy was the largest cultural change program ever undertaken in the organisation and a shift in the leadership mindset from a traditional service focus to customer experience was critical. A program of work to design and implement the required customer experience was to be put in place with a key focus on ‘getting it right’ across ‘back of house’ and corporate teams as well as customer facing roles.
Terra Firma formed a core part of our client’s Customer Experience team for the design and implementation of the BAIN Net Promoter System across 2000 on and offshore staff. This included the development of frameworks and feedback mechanisms to use data to improve the experience delivered to both internal and external customers.
The Net Promoter System provided a way of measuring the experiences their customers had when interacting with the organisation and listening to and responding to customer feedback. The Net Promoter Score (NPS) is a simple metric that shows how well the organisation is performing with their customers, based on their likelihood to recommend the organisation.
A key part of the strategy was to embed this model at the foundation of the company’s strategy and into the DNA of the organisation
In order to understand and manage the cultural change impact, we conducted an extensive business impact assessment followed by developing a change strategy across Organisational Development (OD), cultural and behavioural, technical and process factors. Once the change strategy was approved, we placed it into an operational state through communication & engagement activities and by delivering training programs to people leaders.
Utilising integrated technology (Medallia) and strategic journey maps enabled NPS reporting, remediation and analysis across multiple interactions for the business’s three core operational units; sales, production and service.
With our help, our client implemented its largest cultural change program to date with minimal resistance. Our client’s people leaders at all levels were equipped with the tools, skills and mindset for effective leader-led change towards customer advocacy in all areas of the business.
NPS targets were built into the strategic and operational performance measures and company’s bonus structure was linked directly to the NPS score.
Our recommendations and implementation of process and other operational improvements to drive NPS saw an increase in NPS score month by month, enabling the organisation to meet its targets.
“Our client implemented its largest cultural change program ever undertaken”