$4 Billion (22%) of an agriculture client’s revenue was tied to programs where no one business entity was responsible or accountable for results. Often they were created and implemented without structured oversight.
A systematic, common methodology was design that assigned accountability for the portfolio of programs, reviewed a program's business value and prioritized existing and planned marketing funding programs based on their positive customer experience impact.
A Fortune 500 client was struggling to advance Human-Centered practices within their organization. A strategy had been set to drive towards customer-centricity, but training was needed to each employees how to achieve positive results.
We designed and trained employees using a three pronged program that included Opportunity Assessment, Solutioning, and Business Readiness modules. The positive feedback from the training has prompted multiple follow-on sessions, and an expansion to global training.
Healthcare today, including the delivery of clinic services and associated healthcare insurance, has long been painful and confusing. Current insurance plans are complicated to understand, and lack transparency when it comes to costs. Clinics lack a customer-centric mentality, historically focusing on churning customers through rather than a positive service experience.
Lead a cross-functional team of stakeholders, patients, and external vendors to redefine the healthcare experience. Service design activities included: end-to-end future state mapping, assessment of feasibility, viability, and desirability, experience requirement definition, and workforce enabling guidelines.
“We have a misaligned and unclear vision of our customer experience strategy, globally and in our major tier one regions.”
Through a series of strategy workshops, as well as ecosystem, audience, and future-state mapping we were able to shift 70% of a $14MM expense-based budget for business and technology solutions to focus on the top 3 customer strategy needs.