The challenge
As an organisation in the midst of radical transformation, icare was in the unique position of redefining its strategic vision and purpose for the company at large. icare was in need of a tangible way for this purpose and vision to translate to their frontline, where hundreds of customer interactions happen every day.
The situation
The approach
The research
Using ethnographic customer research, we gained key insights into the way that customers and staff view icare, which helped to give us context when interviewing key members of the executive team on the strategic goals and values.
In order to develop meaningful, purposeful principles to help frontline staff make empowered decisions, we distilled key themes and issues that we uncovered into five prototype principles. These principles were further refined through interviews and testing with stakeholders throughout the development process.
The findings
After successfully integrating the principles into their organisational transformation, icare has added them to its EPMO processes and they are used as a measure of customer centricity for operating model design and project efficacy. The principles have also helped align icare and its suppliers in recent times and are used as part of the icare tender process. In doing so, icare has managed to shift their focus to where it really matters – the customer.
The solution
CEC defined and iterated five principles and a multi-stage rollout plan to embed them throughout the organisation. The principles were embedded using a launch workshop where the entire senior leadership team applied them to internal and customer facing scenarios. A governance framework was also provided, detailing who is responsible for ensuring that the principles and by extension – the voice of customer are considered in decision making on the front line and in projects.
The impact
