Client- Petroleum Company
The company approached the European Customer Consultancy with the concern that their Operating Model maturity was below market average and needed operating model enhancements, through improving operational levers. Also, their future proof model needed to balance cost, commercial objectives and customer centricity.
We created an operating model design centered around understanding how they fare against similar organizations at following levers and how to improve them:
o Improve: Customer centricity, Value add, Future Proofing
o Leverage & protect: Employee centricity
o Align: Tech savvy and Omnichannel approaches across business units
o Establish: Leading Agile Organisation and Governance
Execution -How was the Agile CX Toolkit Implemented
Together with Curzon Consulting, a consultancy company specializing in management consultancy, we conducted a high-level assessment of the company's customer care as-is to understand the overall Company maturity level when it comes to customer centricity across all lever above. We also conducted Interviews with 20 comparable companies to perform a benchmarking analysis and understand how they:
o Retain employees
o Reduce complaints
o Increase sales
o Better utilize their employees
o Increase customer satisfaction
o Improve processes etc.
Based on the feedback collected, were able to recommend a viable system model. We also offered suggestions for potential steps that can be undertaken in 2022 toward best practices in effective operations, customer-centricity and agile organizations. Furthermore, we presented BP with 30+ high-relevance case studies pertinent to the levers to draw practical experience and ideas.
o Key Customer Centric definitions for each lever
o Current state of the market for all 8 levers
o Winning combinations for 8 levers
o Maturity development roadmap
o Improvement strategies and required interventions
o Understand what the customer benefits will be for these interventions under each lever
The project was very well managed and organized. With daily standup meetings for the whole team, including the client team, we ensure there is consistent progress and a sense of achievement. All key meetings were scheduled 8 weeks in advance which ensured good attendance. In weekly review sessions, we found it effective to discuss interim results and set specific plans for the next week. This agile approach to project management ensured the team stayed on track, received desired results, and achieved job satisfaction. We did not experience any major challenges as little issues could be addressed in a timely manner before they grew into bigger problems.