The document discusses Aviva's "common sense" program to improve customer experience. It describes Aviva's operations across 21 countries with 36,000 employees and 43 million customers. It advocates using systems thinking and customer journey mapping to understand experiences from the customer's perspective rather than internal processes. The program empowered employees to improve experiences and led to increased customer satisfaction, loyalty, and cost savings. The document highlights the importance of executive sponsorship, cross-functional collaboration, and linking customer experience initiatives to clear business objectives for successful transformation.

1. The ‘common sense’ programme
Rod Butcher
Aviva Group
22nd May

2. Introducing Aviva
21 countries
36 k people
43 million customers
insurance, savings and investment

3. We don’t start in a good place

4. And we get more and more feedback
these days

5. We know that great experiences count

6. success
Buy more
Stay longerWilling to pay more
Cheaper to serveVolunteer ideas
Forgive mistakes
Great customer experiences
More recommendations
Engaged people
It’s not rocket science

7. But we need to prove it
Show me the
money

8. Common Sense
“Customers don’t see the web of organizations
and processes that operate behind the scenes
to deliver their experiences.
They see that series of interactions from the
outside in....
Customer experience leaders embrace the
same perspective, rising above internal
complexity to see and manage the whole
picture from the customer’s point of view”
2011

9. Common Sense
“Customers don’t see the web of organizations
and processes that operate behind the scenes
to deliver their experiences.
They see that series of interactions from the
outside in....
Customer experience leaders embrace the
same perspective, rising above internal
complexity to see and manage the whole
picture from the customer’s point of view”
Aviva Customer Cup
Systems Thinking
Customer Journey Mapping

10. Power to our people

11. Power to our people
teams and management
working together for the
customer...
"Them and Us" scenario with the
people in the dark...
• Act on customer demand
• “Show me the problem”
• Take decisions ‘in the work’
• Re-define manager role

12. Power to our people
29-65 days 2-5
12 touches 2
-39 T- NPS +61
Fantastic engagement
£1m annualised cost savings

13. Journey Mapping
• Visualise end-to-end journey
• Built outside-in : how it feels to
be a customer
• “Get your CEO”

14. Why bother?
Map “as is” to identify and prioritise improvements
Design with intent the branded experience
Create foundation framework to contextualise activity
Build collaborative and aligned culture

15. The view from China

17. Alan Pennington, MD
Mulberry Consulting
• Dedicated specialists in the field of customer centred
transformational change
• Approaching 10 years of heritage and experience
• Practical, dependable
• All of our teams have personal client-side experience

18. 18
Financial Services
Telecommunication &
Media
Other Services
Industry
Publishing and
business information
Public & Charity
sector
Retail and consumer
goods
Transportation,
Travel & Logistics
Recent clients

19. Experience
Deliver a customer
experience that is:
- appealing,
- aligned with brand
- delivered
consistently.
Attitude
customer
satisfaction
loyalty
Behaviour
Share
Spend
Retention
Cost to serve
Outcomes
Financial
results
Interpret
We work with clients to create a clear “line of sight” between the customer (and
employee) experience and the financial outcomes. This linkage is a critical
component of continuous performance improvement

20. ‘Whilst there is ‘art’ in the delivery of a great customer
experience, the design is a science’
What we believe...

21. Working with Aviva - Rising to the challenge...
• Flexibility in deployment models
• Trusted frameworks
• Practitioners who understand the client reality
• Enough but not too much technological support
• Truly expert facilitation, ability to challenge in a ‘safe
way’ the unwritten rules
• Achieving ‘trusted advisor’ status with the client
organisation

22. Recognised as best in class
“Companies tend to
be too internally
focused. As a result,
they often lose sight
of what’s important
for their customers.
Customer Journey
Mapping is a great
tool for reframing
discussions from
internal operations
to customer
experiences”.

23. Working with Aviva - Rising to the challenge...
• Flexibility in deployment models
• Trusted frameworks
• Practitioners who understand the client reality
• Enough but not too much technological support
• Truly expert facilitation, ability to challenge in a ‘safe
way’ the unwritten rules
• Achieving ‘trusted advisor’ status with the client
organisation

24. What makes this deployment successful?
• Setting realistic goals at the beginning...
• Focus on people & their ability to engage with customers
• Pushing on open doors, greasing the hinges....
• Hard wired connections to business objectives at the outset
• Growing a community of internal advocates
• Persistence, continuity and dedication
• common language and meaning (language influences culture)
• Moving downstream from diagnosis to deployment – avoid hiatus

25. 1
Owners
Brokerage
Business Dev.
Concerns
CSC
DI
Finance & Accounting
Marketing & Com.
Operations
Technical Support
UPS Lab (Germany)
No single UPS owner
Internal Measures
key MOTs
External Measures
How well
did we do?
How
committed
are they?
Recovery / advocacy
action
Manage delivery
(direct, coach, train)
Redesign
experience
Good practice
transfer
Operational insight
Compensation/incentives
On-boarding
Score
Attachment
Score
Actionable Insight for different Users

26. Approach
Develop a balanced scorecard to monitor performance
Identify
KPIs for
score
card
Align with
CJM
Align with
financial
modelling
Internal KPIs VOC

27. What makes this deployment successful?
• Setting realistic goals at the beginning...
• Focus on people & their ability to engage with customers
• Pushing on open doors, greasing the hinges....
• Hard wired connections to business objectives at the outset
• Growing a community of internal advocates
• Persistence, continuity and dedication
• common language and meaning (language influences culture)
• Moving downstream from diagnosis to deployment – avoid hiatus

28. Summary
• Don’t do anything without right sponsorship and support
• Don’t force it – find the right conditions first
• Cross-functional is king
• Need burning platform: why are we doing it, what to expect?
• It’s all about momentum (and proof), not the techniques