Transformation Toolkit: Themes to support successful transformations

A cooperation between
TelenorASA, DNB BANKASA, Norway Post,
SINTEF, Norwegian School of Economics (NHH),
TheOslo School of Architecture and Design (AHO), Bekk Management Consulting,
The Norwegian Centre for Design and Architecture (DOGA) and Copenhagen Business School.
Customer Care 2015
Themes to support a
successful transformation

What is Customer Care 2015?
Customer Care 2015 is a spin-off from the Center for Service Innovation (CSI), and is a cooperation project with the following partners;
Telenor ASA, DNB BANK ASA, Norway Post, SINTEF, Norwegian School of Economics (NHH), The Oslo School of Architecture and Design
(AHO), Bekk Management Consulting, The Norwegian Centre for Design and Architecture (DOGA) and Copenhagen Business School.
Customer Care 2015 is financed by the Norwegian Research Council.
The overall ambition
The core of the project Customer Care 2015 is how to deliver excellent service experience to customers in the future. The transformation to
digital touchpoints has been hampered by the silo-organisation. Corporate culture, incentive-and KPI systems are barriers for delivering the
experience that the customer expect.
To oblige this ambition, Customer Care 2015 present key learnings from this four year program – which hopefully can contribute to successful
transformations in the future.
About Customer Care 2015
Integrating brand values in customer touch-point management

Contributions from
Customer Care 2015
Managing and designing for customer experiences in
key customer journeys.
Innovative service concepts that are aligned with brand
values, target brand experience and customer
expectations.
Critical aspects of systems and processes enabling
experience centricity, such as culture, behavior and
capabilities.
The role of customer care in creating competitive
advantage.
1.
2.
3.
4.

Themes on how to motivate change, implement and execute
Themes on how
to implement
and execute
Themes
that motivate
change
Know your
future customer
Explore brand
consistency
Future customer
Experiences
Know your
corporate
culture and
future
capabilities
Measure
customer
experience
Leverage
Customer
Journeys
The experience
centric
organization
Design new and
improved
services

Creating a shared understanding
for change
Change is more likely to succeed if there is a common
understanding that change is needed, and potential challenges
and benefits to an organization may serve as a burning
platform for change. Potential challenges and benefits can
come as a result of global trends, external drivers and internal
drivers.
For companies that aim to become experience centric, the first
step in a burning platform is the common understanding of the
need to move from product orientation towards service
orientation. Service orientation requires your company to look
at customers in a new way, from receiver of products to users
and partners in value creation.
A burning platform may enable, motivate and energize change
initiatives and reduce costs associated with resistance towards
change and innovation.When employees understand the need
for change they will also be more willing to change.
Themes that motivate change

Global trends are driving change
Our surroundings are changing.We are now experiencing strong
trends affecting the lobal marketlpace.The most important of
these are:
• Digitalisation – digital solutions is becomming the most
important channel for our customers
• Globalisation – large international players are influencing
trade patterns and customer behaviour
• Centralisation – constant relocations from peripheral to
central areas
• Regulation – requirements regarding privacy, adequacy and
control
The above trends are influencing the way we do business.Vital
parts of the business models are altered in order to deliver value
according the the true – and changing – need of the customers.
One of the main changes resulting from the trends, is the need
for cooperation in ecosystems.Transparency and networks are
vital in order to deliver customer value added.Cooperation is no
longer an option – it is a prerequisite.
Digitalisation
Globalisation
Centralisation Regulation

Challenges/Benefits
•Radical changes in technology and customer preferences require
strategic change
•From product orientation to customer orientation
Implications for the companies
•Great need for radical innovation and cultural transformation
Explanation
•External changes represent a mismatch with traditional strategy,
business models and technology
•The culture has to be adjusted to contribute to radical innovation
Exploring external drivers
Strategic challenges (external drivers)
Burning platform: Motivating change
from external and internal drivers
External
drivers
Internal
drivers
Burning platform
“You really become the customer, and
consider how the everyday life to the customer
would look"
+ =
“I think the most successful organizations will be
those who dare to do fundamental changes in the
way of doing things.

Challenges/Benefits
•The organizational cultures are product oriented, introvert and rigid
•The cultures have low adaptability
•Need for adaptable cultures that are open for and can contribute to
radical innovation
•Challenge and change rigid cultures
Explanation
•Large organizations with a history of traditions, growth and success are
caught in the success trap
•The companies are oriented towards incremental rather than radical
innovation
Exploring internal drivers
Cultural restructuring challenges: (internal drivers)
External
drivers
Internal
drivers
Burning platform
“You really become the customer, and
would look"
+ =
“We have a culture with a large degree of involvement
(..). This means that some of the things we have decided
to do faster, rather go quite slowly (..). It is the system´s
inherent inertia (..)”

Challenges/Benefits
•Potential and Benefits of transformation (scenarios)
•Scenarios can contribute to more adaptable, innovative and customer
oriented cultures in the organizations
•Development of a more adaptable culture, more oriented towards
radical innovation
Explanation
•Scenario development emphasize and directs attention to the future
•Future customer needs are emphasized and visualized
Creating a burning platform
Potential and Benefits of transformation (scenarios)
External
drivers
Internal
drivers
Burning platform “You really become the customer, and
would look"
+ =

Motivating change in Telenor, Posten and DNB
Telenor provide the power of digital
communication, enabling everyone to improve their
lives, build societies and secure a better future for
all.
Digitalization are changing our customers behavior,
and Telenor will continuously change and
transform.
Telenor is experiencing saturating subscriber
growth in most of our markets. To achieve above
industry growth going forward, Telenor needs to
strengthen the relationship with our current
customers, and turn them into promoters of our
services. To become Loved by Customers we need
to have a strong customer understanding, be a truly
caring organization, deliver valued services and
products, and to offer a superior touch point
experience.
Source: http://www.telenor.com/about-us/our-history/
Customer Insight told Posten and Bring that our
customers found it is difficult to understand the
current service offering and pricing structure.At
the same time the number of services offered had
increased radically over the past ten years, mainly
because of merges and acquisitions and increased
levels of (marginal) service attributes.
Furthermore this created complications for both
production and IT systems. Today the customers
also experience price differences between
services that are equal – which can contribute to
loss of customers and revenue. Many services are
duplicates – this is also the situation for IT
systems and production processes.
Today, DNB has a strong foothold in the Norwegian
personal banking market.We have high profitability,
a large customer base, a broad range of products and
services and strong distribution power. However, our
value propositions appear to be unclear for our
customers, and it is difficult to distinguish us from our
competitors.
Our customers are constantly expecting more of us in
the form of competitive prices, attractive products,
good availability and fast and simple service.At the
same time, profitability and established models are
being challenged.This results in intensifying
competition for customers, where both established
and new players implement targeted measures to
win the most attractive customers. Digitalisation has
led to a transparent price structure in the market and
it is becoming increasingly easier for customers to
switch financial services provider.Customer value and
loyalty must be built up consistently and over time.
However, developments show that it is becoming
more difficult to retain the position of market leader.

The following pages will take you through each theme of the
roadmap and its accompanying tools. If you want to learn more
about each theme there will be an overview of in-depth tools,
research and papers in the end of each step. The overview will
contain hyperlinks that take you directly to the in-depth article.
Each theme are color coded.
Themes
that motivate
change
Know your
future customer
Explore brand
consistency
Future customer
Experiences
Know your
corporate culture
and future
capabilities

Know your future customers
Why does this matter to your company?
Globalization and digitalization creates new and ever-changing customer
contexts and new business landscapes where customers have more power
and new expectations. Getting to know your future customers is a
requirement for success in the new business landscapes.
Most innovation methods used today rely on empirical data that arguably
deliver insights valid only for the past and the present – and not the future.
What should you do?
Scenarios can be used to explore how uncertain conditions, such as the
development in markets, technologies and at the socio- cultural level,
shape future customer behaviour and values.
These future customer contexts serve to give strategic directions for
innovations in processes and customer experience delivery.
Future customer centric scenarios are plausible,
challenging and relevant narrative stories of what the
future environment of customers may look like.
Using the future customer centric scenario method will
help create a shared, more long-term, view of the future
customer contexts and business environment.
The future customer centric scenario method can bring
the attention of your organization to plausible,
alternative futures of customers and thus contribute to
the customer centric transformation, stimulate
innovation, manage uncertainty and increase readiness
for change.

Know your future customers by the
future customer centric scenario method
Step 1: Interview users
of the scenarios to
uncover strategic
concerns, assumptions
and diverging opinions
Step 2: Perform
contextual analysis on
key themes connected
to the concerns,
assumptions and
opinions.
Step 3: Workshops to
identify key certain and
uncertain factors within
the themes, and define the
scenario framework.
Step 5: Use scenarios to
assess implications for
future customer
experience, strategic
direction, corporate culture
and organizational
capabilities needed for
customer centricity.
Step 4: Prototype and
detail scenarios by
developing narrative
stories, internal logic and
consistency and
development paths.
Involve customers to
simulate future customer
needs and expectations.

Know your future customer
Example #1

Three alternative future customer centric scenarios –
addressing customer behaviour in 2020
Using the future customer centric scenario method, three different
scenarios were developed in Customer Care 2015.
The scenarios were developed together with industrial leading
experts using the future customer centric scenario method
The scenarios were developed to be different, challenging and yet
plausible cross-industry scenarios describing what the contexts of
“customers” could look like in 2020 have been created. Industry
leading experts, top quality researchers and real customers have
been involved in the process.
The three scenarios are represented to the left, and presented on
the following pages
Engage Me
Don´t make me think
All about us

Future scenarios defined on the basis of key certain drivers and uncertain factors
Through the future customer centric scenario method, key certain
drivers and uncertain factors concerning future consumer behavior
were identified within the selected time horizon
The certain drivers, on which all three scenarios were based, were an
increase in …
• Digitization
• Big Data
• Mobile Internet
Key uncertainties were factors identified as important, but with
uncertain outcomes. The three future scenarios differ in order to
capture different outcomes of the uncertain factors.
The identified key uncertainties were
1. Values & Consumer Power
2. Economic Development
3. Digital Preferences
The figure to the right illustrates how the three different scenarios
capture different outcomes for the key uncertainties.

Scenario: Engage Me - individuality and immediate digital experiences
In Engage Me economic growth and technological innovation are predominant driving
forces. Virtual innovation clusters and 3D-printing technology have led us into a second
industrial revolution. We prefer to live our lives in a digital world where we to a greater
extent appreciate rich experiences and rich social interactions online. Individuals are high
demanding and impatient, and demand solutions that are tailor made.
Drivers
Long-term economic growth. The Asian economy has
exploded which has resulted in increased pay and
thereby increased production costs in previously low
cost countries. Long waiting time when producing in
other parts of the world has forced actors to find local
production solutions. Extreme degree of technological
development and virtualization.
Context
There is a digital ID that is standardized on a
global scale. Major health challenges among
a large group of people with low level of
physical activity. Simultaneously there is a
considerable amount of people that are
preoccupied with health and fitness, but these
activities are mainly done at home (on a
treadmill with “Google glasses”. Production is mostly
done locally and on demand – often on a 3D printer
close to home. Digital infrastructure in focus.
Individual
The individuals wishes to live their lives in
a digital world and rapidly adopts new
technologies. They are impatient and desire quick
responses. Most of us have a “avatar” connected to our
digital ID and share information freely, trusting
“everyone”. There is a willingness to pay extra and
expectations of tailoring are high
Relations
The individual desires to participate in the
development of services and gladly invests
in projects they believe in (crowd-sourcing/crowd-
funding). Brand loyalty is created by engaging
individuals in innovation and product development.
The relationship between individual and actors
is an iterative process that develops over time.

Scenario: All about us - collective consumer power
In All about us the economic slowdown in Eurpoe continues and growth in Asia has stagnated.
Unemployment rates are rising and social divides are increasing. Social unrest contributes to
collectivism and protectionism. Uncertainty makes the individuals seek trustworthy and
transparent players with sustainable and empowering solutions. Individuals use their collective
consumer power to get good deals, express their opinions and to monitor service providers.
Individuals have low willingness to pay and price pressure increases focus on automation and
efficient operation models.
Drivers
The financial markets are very volatile, affected by
economic recession in Europe and reduced growth in
Asia. High unemployment rates have driven
people to pursue higher education. Short-term gain is
replaced by technological development and
innovation focused on sustainability. Social unease has
promoted increased protectionism.
Context
Large societal gaps – both in regards to
economic situation and education. High education
levels result in fewer opportunities for those poorly
educated. High pressure on prices has increased focus
on automation, and increasing efficiency of operations
and insourcing. Price comparison services have
notably grown.
Individual
The insecurity drives us to seek safe actors, and we
share information only with those who we trust.
Opinions, however, are gladly shared with others.
Individuals do not want to spend time digitally but
nevertheless do so to obtain good deals and to
exercise consumer power. People value predictability
and accepts standard products & services.
Relations
Pricing is an important mechanism. The individual has
a low willingness to pay and price is often a decisive
factor. Trust is also a key issue. Actors must constantly
and proactively prove that they are trustworthy.
Transparency is vital in regards to the individual, as
they are loyal to the actors they feel they can trust.
Basic services are standardized and global.

Scenario: Don´t make me think - effectiveness and simplicity
Don´t make me think is a world with economical growth after years with unstable financial markets.
Technological innovation is high, but without any great breakthrough. Need for infrastructure,
logistics and access to entertainment has resulted in megacities consisting of high-rise, small size
housing units. Individuals spend as little time as possible online. Instead time is spent on face-to-
face interactions and urban experiences.
Drivers
Economic growth, but have also recently experienced
volatile financial markets. High rate of technological
development, but no major technological
breakthroughs. Strong directives for privacy and data
security, EU has implemented a data directive that
ensures the “right to be forgotten”.
Context
Most people want to live in the city and this has
created mega cities with many small living units. Large
demographics are preoccupied with image, thereby
also preoccupied with health and looking good. Big
data is utilized at a large scale in order to predict,
adapt and streamline our everyday lives.
Individual
Individuals spend little time at home and instead focus
on meeting people in “real life”. Demand for
personalization – products and services must be
tailored. People share information to streamline their
lives, but they own their own data. Niche brands are
preferred since people are concerned about their
image.
Relations
The individual is connected to an integrator that
streamlines and simplifies everyday life. This is a
bilateral agreement where the individual doesn´t have
to deal with the details as long as one stays with this
integrating service provider.

Putting the future scenarios to work
The scenarios has been deployed for strategic dialogue in all three
service partners and they were also used as a basis for the design of
the DNB service concept Boligbytte 2020 (see Step 7: Designing new
and improved services)
CC2015 also explored the use of service design methodology to
facilitate strategic conversations with key stakeholders in
businesses partners within the future scenarios. An example of this
is shown in the following pages.

Example #2

Strategic conversations
about a scenario
HOW TO TALK ABOUT THE FUTURE
In the Customer Care 2015 project, we experimented and explored to see if and
how we can design tangible objects to aid and facilitate a strategic conversation
with management about possible futures.
The use of tangible objects as a means of enabling discussions is vital in Service
Design. Such tools seem to facilitate discussion around “what if” questions in
businesses, and help identify and visualize consequences of particular actions.
AIM FOR TOOLS
The goal was to end up with some tangible models that support strategic
conversations with management. The models should make a one hour strategic
dialogue more efficient, giving new insights and understanding.
“The model allowed us to quickly move to very
interesting parts of the discussion. It would have taken
hours to get to the same result without it.”
- Employee, DNB

Let’s talk about change
The picture is a hyperlink, click it in presentation mode or copy the link
beneath to get to the video online. https://vimeo.com/73623303
EXAMPLE TOOL – FLIGHT 2020
A student project with AHO and CustomerCare 2015
Tested with DNB
Flight 2020 was designed to take us through a journey from 2013 to
2020.The participants had to guide their customers into the future.
On the way, drivers for the scenarios are introduced and evaluated as
challenges or opportunities.Actions have to be taken and new
offerings have to be created.
Internal changes might have to be handled and at the very end, the
manager positions the company in 2020 and evaluates what it will
look like, based on the new offerings, internal changes and the
amount of customers they have been able to keep through the
journey.
Flight 2020
See the video of how it works!

Strategic conversations:
stakeholders and facilitators
To change an existing situation a preferred one (as described by Herbert
Simon in the 70’s) you have to get the right people to agree to what the
preferred situation is. Service design is all about dialogue. The rock-star
designer who pulls something magic out of a hat rarely works for
complex situations such as services.
STAKEHOLDERS
One of the key aspects of service design is that of having the right people
get the right insights and understanding, so that they are willing to make
a change.
The dialogue will be richer and more dynamic with more than one
participant from the company, 3 or four would be ideal
FACILITATORS
We suggest that an experienced service designer and a trained facilitator
runs the session. The service designers must know the business well.

Want to learn more?
These articles and tools will give you more indepth insight….
How to get a leader to
talk: Tangible objects
for strategic
conversations in Service
Design
ServDes’14 paper
Simon Clatworthy, Robin
van Oorschot, Berit
Lindquister,
Does it help to make things
visual and tangible?
The tricky intersection
between design and
business.
Book chapter in ‘Value Pursuit’
Berit Lindquister
http://issuu.com/designacade
my/docs/_07_valuepursuit_iss
uu/1 pp 46 - 51
Flight 2020
More details on the
projects
Berit Lindquister
AHO Master class Service
Design 2013
Lenke Projectplace
Service futures
ServDes'14 paper on what
customers expect from
customer care
Asbjørn Følstad, Knut
Kvale, Joachim Bråthen, Ida
Maria Haugstveit
“Futures of Customer
Behaviour”
Daniel Grönquist et al.
2013.
Return to Toolkit overview

Explore and envision
future customer experiences
To lead the change towards increased customer and
experience orientation, future customer experiences needs to
be discussed and explored. Strategic dialogue on future
customer experiences and needed organizational change,
pave the way for transforming towards increased experience
orientation. Exploring and envisioning future customer
experiences help establish a target for the transformation.
What should you do?
Strategic change towards increased experience orientation is
a complex field. In Customer Care 2015 we have explored two
directions, both based on a service design approach: (1)
facilitating strategic conversations through the use of
tangibles and (2) envisioning future customer experiences.
In the following, both these directions are presented
Future customer experiences

Envisioning future customer
experiences in Customer Care 2015
To establish a common target for the experiences which the
service provider intends to provide for customers in the future,
future customer experiences can be explored and
conceptualized following a service design approach.
Such future customer experiences does not have to concern the
totality of a company's service offerings, but may exemplify
future customer experiences through concepts concerning key
offerings.
In the following we present envisioned service experiences from
the three large service providers in Customer Care 2015.

Helping customers in the event of buying a
home is a key service area in DNB.
Hence, this area is good for exploring and
envisioning future customer experiences.
In the concept, Boligbytte 2020, DNB’s aim has
been to design the customer journey to give the
optimal customer experience, both here and
now and in the future.
Boligbytte 2020 is presented in more detail
under step ??
experiences in DNB

Simplicity at every customer touchpoint is key to
Posten and Bring’s goal of the future customer
experience.
Posten and Bring’s vision is to make it simpler to
become and remain a customer.
To deliver on future customer demands for effective,
seamless and simple digital solutions, the company
needs to conduct several radical improvement initiatives
in production, sales, services, pricing, customer service
and the IT platform.
This should help achieve: effective and simple
production – more flexible deliveries – lower costs –
increased sales through improved customer satisfaction
– and long-term improved employee satisfaction.
to produce
to sell
to advice
to serve and help
to work across country
borders and services
to become a customer
to remain a customer
to find the right service
to manage self-service
to select service combinations
to get an overview of deliveries and
business relations
Simplicity… Simplicity…
Envisioning future customer experiences
in Posten and Bring

“In 2020,Telenor is the customers’ favourite partner in digital lives….”
Telenor has developed the service concept SustainableService
Experience. It is a visual representation of use cases through a series of
drawings put together in a sequence.The service concept of
Sustainable Service Experience is based on the scenarios “Do it for
me” and “Do it yourself” which concerns life evens in a customer-
relationship, such as onboarding a customer, getting a girl friend and
increasing the family.
The scenarios was operationalized and the aligned service concepts
was to prepare the company for change towards the 2020-ambition.
experiences in Telenor

The vision of future customer experiences can be enriched by
looking at implications of future scenarios (back-casting)
HOWTO?
• Use the scenarios from step 1 and
simulate what future experiences
customer will expect and value.
• Combine future customer
experiences across scenarios to
get input to the vision.
UP-FRAMING
Forces affecting
future customer
behavior and
business
landscape
BACKCASTING
Strategic implications
for Service Providers
with regards to experience
delivery and corporate culture
DECISIONS
Strategic vision and
capabilities to acquire
The futureToday
The customer

Vision of future customer experiences - overall
Key learnings:
• Experience Centricity through focus on simplicity,
accessibility and insight based customer
interaction
• Customer Centricity through innovation and
exploration with high adaptability and consensus
(see step 4)
The over all strategic
aspirations and
challenges of the
companies:
Customer and
experience centricity
Intuitive
and ease of
access to services
Ability to influence
and have a sense of control
Personalization to individual or
group level
Customer insight based
personal interaction
Community presence
Group understanding and respect
Transparency and open analytics
Responsive JIT
analytics
Rich, configurable
services and
interfaces
Simplification of
customer journeys
Predictive analysis
Personal touch
Push
Data capture
and management
Pull

Want to learn more?
Bilde
Flight 2020Video
Berit Lindquister
How to get a leader
to talk
Paper ServDes 2014
Simon Clatworthy,
Robin van Oorschot,
Berit Lindquister
Paper ServDes 2016
Annita Fjuk, Birgitte
Yttri,
Knut Kvale.
Info om artikkel
Ansvarlig
Lenke
Ikke ferdig
CC2015 stipendiat NatalieTruong:
Consumer social identity: cool and single
or caring and attached,
Journal of Strategic Marketing, Feb2015,
Vol. 23 Issue 1, p33-48

Know your corporate culture
and future capabilities

To transform your organization towards a customer centric strategy, a strategically relevant culture is essential.
Organizational culture is often not aligned with their strategy of customer centricity. Organizational culture is
complex and therefore we need to map the cultural landscape and indicate what direction a transformation process
should evolve in.Thus, A Gap Analysis is a useful tool in visualizing the gap between the present culture and the
future vision.
What should you do?
To meet the strategic ambitions of customer centricity, new capabilities is essential. Capabilities needed for
customer centricity often represent a gap compared to capabilities of today, especially in well established service
providers.
What will you learn?
You will learn to work with your corporate culture and to develop customer centric capabilities.
Working with culture for successful transformation
Know your corporate culture and
corporate capabilities

What is a strategically relevant culture for the future?
A strategically relevant future culture allows your organization to achieve its strategic ambitions and deliver
customer experiences that meet customers’ needs and expectations.
To develop a strategic relevant culture, we look at organization culture as a set of competing values such as:
 Flexibility and discretion versus Stability and control
 Internal focus and integration versus. External focus and differentiation
(Based on: Cameron and Quinn, 2006)
Different strategy directions (e.g. product orientation versus customer orientation) require different sets of
values and capabilities.

A strategically relevant future culture can be identified by use of scenarios
UP-FRAMING
Forces affecting
future customer
behavior and
business
landscape
BACKCASTING
Strategic implications
for Service Providers
with regards to experience
delivery and corporate culture
DECISIONS
Strategic vision and
capabilities to acquire
The futureToday
HOW TO?
• Scenarios give guidelines for
development of a strategically
relevant future culture.
• Assess what future customer
needs and experience will
require of your corporate
culture.

Analyse the gap between
today and tomorrow
Organizational culture in most service providers is not aligned with their strategy of customer centricity, i.e. it is not
strategically relevant for the future. The reason for this is that culture is a product of the past.
Organizational culture is complex and therefore we need to map the cultural landscape and indicate what direction a
transformation process should evolve in, based on the future vision of customer centricity.
The Gap Analysis is a useful tool in visualizing the distance between the present state and the future vision. Gap Analysis may
help you assess if the future vision is realistic.

Illustration
Analyzing Telenor organization culture: Understanding the gap between today’s
organization culture and the future vision
About the survey:
In 2014, Telenor conducted a global assessment of culture, by a cultural survey, examining organizational culture in Telenor's business units
(BUs). The purpose was to better understand how specific drivers affects customer satisfaction and market performance. 15848 respondents
attended the survey – in total this represent 63% of Telenors global organization. The cultural survey will be repeated in Telenor in 2016.
The Berkley Organisation Culture Profile (OCP©) was the core of the cultural assessment, with specific questions added by Telenor. Cultural
dimensions which where tested was:
1. Collaboration
2. Detail orientation
3. Result orientation
4. Customer orientation
5. Transparency
6. Integrity

Key learnings
The cultural survey in Telenor tested the strength of specific cultural dimensions.
The culture in Telenor is highly result oriented, and oriented towards customers and
details.
The cultural survey revealed a wish to give attention the cultural dimension of innovation.
This was done in 2015 by introducing “Explorathon”, an innovation initiative for all
employees.
The cultural survey will be repeated in 2016, for the purpose of comparing 2014
and 2016, and take further actions towards culture and strategy.

Identify capabilities needed for the future
What are Customer and Experience Centric Capabilities?
Customer centricity requires a culture of risk taking, willingness to experiment, empowerment, fast decision making and
ability to spot unique opportunities.
For many service providers this means that new, dynamic capabilities must be acquired to support this transformation.
Dynamic transformation capabilities are organizational and strategic routines through which companies achieve new
resource configurations. The dynamic capabilities can be grouped in three categories: Sensing the environment and
opportunities, seizing opportunities, and reconfiguring resources.
• Relate the strategic vision of customer centricity to organizational implications.
• Identify and list key capabilities for customer centric transformation.

Identify capabilities needed for transforming towards
customer- and experience centricity
Use idea cards to map the capabilities needed to meet the
future vision and the need for change.
Start with the vision for customer and
experience centricity…

Examples of dynamic transformation capabilities for
customer- and experience centricity
Dynamic transformation capabilities identified in workshops with Telenor, Posten/Bring and DNB.
Sensing – Understanding customer needs and
experiences
(Systems and capacities to Learn and to Sense, Filter, Shape, and
Calibrate Opportunities)
Seizing - Designing service to deliver experiences and
enable value creation/capture
(Enterprise Structures, Procedures, Designs and Incentives for
Seizing Opportunities)
Transforming - Reconfiguring of resources to deliver
experiences and enable value creation/capture
(Continuous Alignment and Realignment of Specific Tangible and
Intangible Assets)
Insight
- Awareness of customer context
- Foresight for anticipating customer needs
- Customer behavior/network data analytics
Empathy
- Empathic curiosity
- Understanding of customer value creation
- Understanding of customer life cycle events
Exploration
- Risk willingness to prototype and test services
- Customer value based priorities
- Foresight for decision making
Relation
- Transparency
- Integrity
- Trust
Collaboration
- Cross disciplinary
- Seamless integration of touch points across
functions
- Networked orchestration
of resources
Agility
- Empowerment of customer service
- Adaptability
- Flexibility

Want to learn more?
These articles and tools will give you more in-depth insight:
Bilde
Organisasjonskultur: Aktivum eller
barriere for radikal innovasjon eller
transformasjon?, Magma 8/2014
Tore Hillestad, Daniel Grönquist,
Birgitte Yttri
Cultural values boosting
customer centricity
Tore Hillestad, Pia
Solheim, Birgitte Yttri and
Annita Fjuk, Whitepaper,
November 2014
Telenor Cultural
Survey.
Birgitte Yttri and
Jarle Hildrum
Avventer
godkjenning
“Transformation capabilities for
customer and experience centricity”
Tore Hillestad, Daniel Grönquist,
Birgitte Yttri.

Use Corporate Branding tool to evaluate the consistency
between your brand and vision, culture and image
Why is this important to my organization
Corporate branding can help the organization to perform according to ambitions, achieve strategic goals, and communicate visions and values.
Corporate branding has a strong impact on the company’s reputation and customer experience and satisfaction.
What is Corporate Branding Tool?
Traditional brand strategy emphasizes the products and services offered by a company. In the Corporate Branding Tool-Kit, developed by Hatch
and Schultz, the organization itself is seen as the key to differentiation and competitive advantage. Corporate branding focuses on the variety of
channels through which a company reaches out to stakeholders, and on how to convey a consistent message across channels. A key concern in
building a strong corporate brand is the alignment of the organization’s strategy (vision), culture and reputation.
Brand consistency depends on:
- Strategic vision: The aspirations for the company as expressed by management
- Culture: The values, beliefs and assumptions of the company employees
- Image: The company as seen by customers and other stakeholders
In the preceding steps we have considered how to explored the perspective of future customers (step 2), linked to image. We have presented
approaches to strategic dialogue (Step 3), linked to strategic vision. And we have discussed studies of company culture (Step 4). The Corporate
branding tool makes it possible to tie these three to the overall value offering and brand consistency.
To get the most out of a corporate branding approach, three essential elements must be aligned: vision, culture and image. The model on the next
page teaches you how to assess if there is consistency between these three.
Explore brand consistency

Why is the brand strategy so important as a key point of departure?
A strong brand strategy is essential as the basis for ensuring a clear positioning both globally and in the respective local markets .
Therefore, a change or a longer transformation journey must always be aligned with brand strategy and values.
A change or an audit of the company's brand strategy and visual characteristics can be used as a starting point and a visual symbol for
change – which is the case for both Telenor , DnB and Posten.
These three service providors are key players in their respective markets, but they face a common challenge of meeting the rapid change
of customer needs and demands, as well as increased competition from new players challenging existing business models.

About the Telenor Brand
Telenor Group* is an international provider of tele, data and
media communication services, enabling connectivity services
for all. Telenor Group has mobile operations in 13 markets in the
Nordic region, Central and Eastern Europe and in Asia.
Headquartered in Norway, Telenor Group is one of the world's
major mobile operators. By December 2015 Telenor Group has
surpassed 200 million mobile subscribers.
The Telenor brand is a common profile and mindset across
operations to develop local competitiveness through exchange
of competence across companies, countries and regions.
Our industry plays an increasingly important role in people’s
everyday lives. Our vision, mission and values express where
Telenor is headed and the role we will play both in transforming
people’s lives and empowering societies to grow and progress.
Source: www.telenor.com
*Telenor, djuice and Talkmore are supporting specific segments.
In this Roadmap for change, Telenor is the brand being studied.
Vision: Empower societies
We provide the power of digital communication, enabling everyone to
improve their lives, build societies and secure a better future for all.
Our vision to empower societies is a clear call to action.We bring vital
infrastructure, new services and products that stimulate progress,
change and improvement.
Mission: We’re here to help our customers
We exist to help our customers get the full benefit of being connected.
Our success is measure by how passionately they promote us.
Values
TheValues are a guide for our everyday work.
They describe how we should serve our customers and work together
as colleagues.

About the Posten and Bring brand
Posten Norge is a Nordic mail and logistics group that
develops and delivers complete solutions within postal
services, communications and logistics, with the Nordic area
as its local market. Posten Norge meets the markets with two
brands: Posten and Bring
Posten covers services to private customers, the post office
network and daily postal distribution to the entire Norwegian
populace. Bring is aimed at business customers within mail
and logistics in the Nordic area, and consists of specialists
who each have key skills within their areas.
The Group has appr. 19.000 employees and operating
revenue of NOK 24,4 bill. There is more than 1 400 points of
sale in Norway in the form of post offices and post in shops.
Vision
Verdens meste fremtidsrettete post – og logistikk konsern.
Posten brand promise
I Posten jobber vi hver dag med små og store forbedringer som skal gjøre oss enda bedre på å
levere.Alle våre kunder kan være trygge på at vi leverer det de ønsker, dit de ønsker, når de
ønsker.Vi kjenner hver krok i landet og har lang erfaring.Våre kunder skal kunne stole på at vi
alltid står på for å holde det vi lover.
Bring brand promise
I Bring finner du mennesker som ikke gjør noe annet enn å skape og jobbe med forbedringer og
løsninger innen post og logistikk. I manges øyne gjør det oss til spesialister. I våre øyne er det en
hedersbetegnelse vi må gjøre oss fortjent til hver gang vi har kontakt med våre kunder.
Hva kan vi gjøre bedre for deg idag?

About the DNB Brand
DNB is Norway's largest financial services group and one of the
largest in the Nordic region in terms of market capitalization.
The Group offers a full range of financial services, including
loans, savings, advisory services, insurance and pension products
for retail and corporate customers.
We ensure that we are present where our customers are by
offering our services at a diverge range of places: bank branches,
in-store postal and banking outlets, Post office counters,
Internet banking, mobile services and international offices.
We are a major operator in a number of industries, for which we
also have a Nordic or international strategy. DNB is one of the
world’s leading shipping banks and has a strong position in the
energy sector, the fisheries- and seafood industries.
DNB has 2.1 million retail customers, 220.000 corporate clients,
revenues of NOK 49 billion in 2014, and a workforce of
about 11.500.
Vision
DNBs vision is “creating value through the art of serving the customer”.
All the value created in DNB is a consequence of the way we meet our
customers needs.Value created is for:
- DNBs customers
- DNBs owners
- DNBs employees
- The society
CustomerValue proposition
Here for you. Everyday.When it matters the most.
The customer value proposition addresses that
DNB is a partner in our customers everyday life.
When bigger events occur, DNB plays a more
significant role in meeting our customers needs.

The model of Corporate Branding (VCI-model):
Companies must align three essential elements to create a strong corporate brand:
vision, culture and image.
Gap 1: Does
employees
understand or/and
support the strategy?
Gap 3: How are the
company’s strategies
preceived by
stakeholders?
Gap 2: Are the
employees living the
strategies
STRATEGY AND VISION
The companies strategic
aspirations and challenges:
customer and experience
centricity
EXPOSED
VALUE AND
IDENTIES
This is a model showing the alignment between image, culture and strategy
Future success calls for differentiation.
Consistency in image, strategy and culture in the model of “corporate branding” is key –
by putting people and culture first.
The model describes the required transformation from the AS-IS situation (misalignment
between vision, culture and strategy) towards the TO-BE situation (alignment between
vision, culture and strategy).
Strategy = business strategy, including vision
Culture = organization culture represented by Friendly and caring partner, Winning Spirit,
Innovation, Performance and Ethics
Image = partners including customers
Strategy represented by top management and managers
Culture represented by employees
Image represented by partners and customers
Gaps in the AS-IS-situation:
i. Strategy – culture: When employees do not support the strategic direction
ii. Culture – image: When organization do not live up to ambitions
iii. Image – strategy: When the image ie digital customer journeys is not experienced
according to the vision

Alignment of strategy, culture and image

Examples of gaps and future challenges in the three service providers
Gap 1
Does employees understand or/and support the
strategy?
Gap 2
Are the employees living the strategy?
Gap 3
How are the companies strategies perceived by
stakeholders?
• Employees have differentiated opinions, values
and attitudes, because of decentralized and
heterogeneous culture
• Potential for improvement with regards to
innovation capabilities
• Employee behaviour not always according to
strategic ambitions when it comes to customer
care
• Gaps between services, channels and brands
• Fragmented perception of strategies
• Challenges with regards to customer service and in-
consistency between different touch points and
channels
This research was completed in 2013

Want to learn more?
https://hbr.org/2001/02/are-
the-strategic-stars-aligned-
for-your-corporate-brand
Are the Strategic Stars
Aligned
for Your Corporate Brand?
Mary Jo Hatch and Majken
Schultz

Themes on how to
implement and execute

Themes on how to implement and execute
Themes on how
to implement
and execute
Measure
customer
experience
Leverage
Customer
Journeys
The experience
centric
organization
Design new and
improved
services

A selected view on customer centric transformation in Telenor focusing on customer
centric intitatives in Telenor Group
Telenor is transforming from a traditional telco to
a digital partner for our customers. This journey
requires focus on activities and initiatives that are
customer centric, driving our transformation
journey.
Telenor strategic aspiration is “In 2020, Telenor is
the customers’ favourite partner in digital lives….”
(Telenor Group Strategy Aspiration).
The Customer Centricity Program, customer
journey design, selected strategic capabilities and
cultural transformation drives this transformation.

The Transformation Journey for Norway Post started already in year 2000
2000 2003 2005 2007 2013
FROM
ADMINISTRATION
TO BUSINESS
E-COMMERCE
& DIGITAL
GROWTH
THROUGH
LOGISTICS
NORDIC
EXPANSION
NEW BRAND
STRATEGY
DEMAND ORIENTED
CUSTOMER
EXPERIENCE
20202008
CONTINOUS
IMPROVEMENT
The journey of change for Norway Post started long time back. However, the pace has increased over the last ten years. The customer’s
demand for simple, effective and seamless digital solutions call for a more radical change processes – both in terms of how we sell and how we
serve our customers, how “flow” and cooperation succeeds across production processes and businesses, and last but not least, how the back-
office IT structure enables these solutions. We recognize that “everything is related to everything” and we consequently established the
change program “Nye Posten og Bring” in 2013.

Transformation Journey in Posten and Bring
“Nye Posten og Bring” was launched to realize and put into operation the overall objective that our
services should be simple to sell, simple to buy, simple to serve, simple to advice and simple to
produce.
The program was established on three focus areas:
1. Harmonize the existing customer front line
2. Standardize production and support
3. Integrated IT portfolio
Within each area detailed objective descriptions and requirement specifications were created. Next
phase was to establish business cases and to set priorities in order to set the right scope of work for the
program.
2015 the program reached its implementation phase and it was decided to put responsibility and
ownership out to the line organization. The program consisted at this point in time of nine projects.
In addition – Change Management and Communication were critical areas to be carefully handled
throughout the course of the program.

Personal Banking Norway is transforming from a traditional bank to a modern retail player. This is a major journey of
change which requires us to focus on making the right priorities in order to reach our goals.
Our primary goal will be to focus on our customers by putting into practice our customer value propositions and values
when in meetings with our customers.
Our customer value propositions tell us what we should deliver to our customers, and our values tell us how we should
deliver this.
We have identified two key components in our transformation journey, these are being “Best in important customer
situations” and “Modernisation” of the way we run our business.
Transformation Journey in DNB Personal Banking

Best in important customer situations
We must be best in the situations which are most important for our customers – every single time.
We will achieve this by delivering on our values and customer value propositions in every customer meeting. We need to see the
whole customer, understand our customers’ actual needs and provide good advisory services based on customers’ own terms. In
addition, each customer must be followed up in a good way throughout their life cycle and not only at the moment of sale.
Modernisation
Modernisation means going from “being a traditional bank to becoming a modern retail business”. Modernisation must take
place through change management focusing on customer contact, high activity levels, superior quality, and greater efficiency by
facilitating digitisation and finding new ways to use digital channels and automated solutions throughout the value chain.
Transformation Journey in DNB Personal Banking

Leverage customer journeys
Customer journeys facilitate a customer-oriented perspective, where the service
process is designed or analyzed from the customer's point of view. Customer
journeys are particularly important for services provided across channels and
organizational silos.
What are customer journeys?
A customer journey is the process a customer goes through to obtain a goal,
involving one or more service providers. The process typically involves several
touchpoints, that is, points of interaction or communication between the customer
and the service provider.
The customer journey is seen from the perspective of the customer, often referred
to as a walk in the customer's shoes. The customer may engage in multiple
customer journeys throughout the customer lifecycle.
Customer journeys may be used for mapping, (re-)design, innovation, and
monitoring of services.
In this section, we first outline how customer journeys have been establied as a way
of work in Telenor. We then outline the introductory tool: Customer journeys in 15
minutes. Here you learn about (1) customer journey mapping, (2) customer
journey proposition, and (3) customer journey measures.

Example #1

Customer journeys as a way of work in
Telenor
Customer journeys have been taken up as a way of work in
Telenor, to support the company aim for customer-centricity.
Moving towards customer journeys started in 2007 /2008 as a
response to the organization’s need to understand and
measure the customers’ experiences across several
touchpoints. A process for customer journey mapping (CJM)
was iteratively developed through initial mappings of
customer journeys pertaining to a small number of key
services in Telenor Norway and Grameenphone in
Bangladesh.
Telenor’s Customer Journey Framework (CJF) was launched in
Q3 2010 and has gradually been adopted by the different
business units across the Telenor Group. Based on CJF's
terminology and visual notation, a customer journey design
(CJD) toolbox was developed to support the design of new
services. Since 2011, CJD has become an integrated part of the
Telenor Norway’s innovation processes.
Illustration from Telenor CJM guidelines, by Ragnhild Halvorsrud and Knut Kvale

Telenor
Customer journey mapping is now routine practice for
major products and services in many BU’s in the Telenor
Group.
Through customer journey mapping the expected journey is
visualized. On the basis of customer feedback, actual
journeys as experienced by the customer may be identified.
The gap between the expected and actual journeys
constitute a valuable basis for service improvement.
Some early cases of customer journey mapping are shown
in the figure to the right.

Telenor
Customer journey innovation is now taken up as a way of work in
Telenor. For example, customer journeys are central to the Telenor
Service Design Academy (SDA) that is developed in collaboration
with Oslo School of Architecture and Design and Telenor Group.
Innovation grounded in analyses of "as is": As a mandatory
preparation for the SDA the BUs have to apply the Customer
Journey Framework (CJF ) to analyze and visualize their ten most
important customer journeys, i.e. the journeys regarded as most
critical to the company’s success now and near future. Then
(minimum) two journeys are selected for mapping of real customers
experiences in an onboarding journey, from buying to installation,
and one journey free of choice depending on the responsibilities of
the SDA-participants (e.g. mobile/fixed or consumer/ business).
At the SDA the analyses of these journeys are presented by the
responsible product managers to get a common understanding of
the “as is”-situation in the company.

Telenor
Customer journeys used to propose new solutions: On the basis of the "as is"
analysis, the SDA participants use the customer journey framework together
with emotional cards to identify redesigns and innovative solutions.
The SDA combines a “Learning by doing” approach with operational practice by
using previously mapped journeys to get a shared and common understanding
of what service design is in a Telenor context and how to include the customer
experience in to the development processes.
Visualizing the proposed customer journey may strengthen cross-functional
collaboration in the creative process, facilitate communication of the concept,
and support validation of the concept with regard to existing backstage
processes and infrastructure.
Using customer journeys as part of the SDA hence facilitates the organizational
uptake of a service orientation.
Telenor’s SDA has been used as a case to show how service design practices
offers a great potential for operationalizing service-dominant logic (Clatworthy
et al., 2016)
Clatworthy, S., Fjuk, A., Kurtmollaiev, S., & Kvale, K. (2016). Service Design as an Operationalization of
Service Dominant Logic: A Case Study from Change in Telenor. Submitted manuscript.

Customer journeys in 15 minutes – an overview
Background: The
theoretical and practical
basis for customer
journeys. The relation
between customer
journeys and customer
experience.
Customer journey
mapping: An overview
and process
description for
mapping customer
journeys on the basis
of insight from
customers and
company internals.
Customer journey
measures: An initial
suggestion as to how
customer experience
may be measured in the
context of customer
journeys.
Customer journey
proposition: An
overview of how
customer journeys
support the proposition
and design of future
service experiences.
Three approaches: An
overview of the
relevant customer
journey approaches,
which then are laid out
in the following
sections.
Getting started: A
generic process for
establishing customer
journeys as a way of
work in the
organization.
The introduction tool Customer journeys in 15 minutes
provides a basis for starting the organization's process
towards applying customer journey approaches.
Here is an outline, below is a link to the tool

Customer journeys in 15 minutes – an overview
Customer journeys in 15 minutes is intended
as a starting point for considering a
customer journey approach for your
company and beginning the process towards
applying customer journey approaches.
In the final section of the tool, we outline
how to take up customer journeys in the
organization.
Awareness: Initial mapping of a small number of key customer
journeys, to demonstrate usefulness. In particular, to analyze the
gap between company internal expectation and customer
experience.
Innovation: Adapting the innovation process to
incorporate the mapping of the current and proposition
and design of the future customer journeys.
Monitoring: Applying customer journeys to
support the continuous service quality work
in the organization

Want to learn more?
Bilde Bilde Bil
Customer journeys
in 15 minutes
Presentation
Asbjørn Følstad &
Knut Kvale
Customer journey
literature review
Technical report
Asbjørn, Knut, &
Ragnhild
Customer journey
involvement practices
Paper ServDes 2014
Asbjørn Følstad, Knut
Kvale, & Ragnhild
Halvorsrud
What is a customer journey?
Movie made forTelenor
byAHO Service Design students 2013
Berit
https://vimeo.com/74973613

Design new and
improved services

Designing new and improved services
Why is this important to my organization?
Services are increasingly provided across touchpoints and channels. Companies need to provide value to the customer and strengthen the
customer relationship through design and orchestration across touchpoints and channels; they need to provide seemless delivery of
customer experience across channels and touchpoints.
How to design for services?
In the field of service design, a designerly approach is taken towards the planning and organizing people, infrastructure, communication and
material components of a service" (http://service-design-network.org). A holistic and human-centred approach is applied, where service
concepts are developed and tried out in rapid iterations on the basis of extensive customer insight.
In this section, we exemplify the design of new and improved services through two case examples from DNB and Posten.

Design new and improved services
Example #1

Examples of service design
Within Customer Care 2015, several service design initiatives and
projects have been conducted.
To provide some examples, we present two service design projects
from DNB and Posten respectively.
From DNB, we present elements of a service design concept for the
future role of DNB when their customers is buying a new home;
Boligbytte 2020.
From Posten, we present element from their work pertaining to their
new and improved service portfolio.

DNB Boligreisen
- a service design example
One of the most important events in many of our customers’ lives is buying a new home. Owning
your own home is a key priority for the majority of Norwegians. This is often the single largest
financial investment they will ever make. This is when customers choose which bank they wish to
have as mortgage provider and can be the start of a long relationship. Consequently, home buying
is also an important event for banks. In Norway, there is strong competition among banks as
mortgages are a profitable product.
Even though the real estate market in Norway functions well, many customers find the process
complicated. There are many steps that must be taken during the customer’s journey, from finding
a new home, acquiring a mortgage, signing the various papers and selling a current home.
In a market with a high level of competition and similar products and pricing, it all comes down to
the customer experience, from when you start thinking of buying a house until you get the keys and
open the door of your new home.
DNB’s aim has been to design the customer journey to give the optimal customer experience, both
here and now and in the future.
We have had to consider how segmentation can contribute to ensuring that all of our customers
receive the best possible experience.

DNB Boligreisen – a service design example:
Segmentation based on life events
What is segmentation based on life events?
Using events in people’s lives and changes in their life circumstances as a segmentation criteria is a
new way to categorise and prioritise segments.
Segmentation has traditionally been based on dividing a market in sub-markets based on common
features among customers and consumers; and according to various demographic criteria:
geography, ethnicity, gender, age, education, profession and income.
Such information can be too inadequate, telling us little about customers’ lives and their real needs.
Why are we doing it in this way?
Segmentation in the consumer market is therefore more often based on psychographic criteria such
as attitudes, personality and life style or behavioural criteria such as use frequency and brand
loyalty.
This can provide a basis for more innovative service development based on the fact that the selected
segments and customer types should have relevant offers and good experiences during their entire
customer journey adapted to their particular life circumstances.
What can you learn?
Today, the choice of service provider is increasingly based on customer experience. There is
therefore a need for a new approach to the design of services based on insight into changes in life
circumstances among important customer groups.
The next few pages show examples of segmentation based on life events.

DNB Boligreisen – a service design example: Segmentation based on extremes

To create the most relevant value propositions, you
need to know your customers and the world they
live in.
To get this insight, you need to look into several
sources.
Based on this insight, you can design for the
optimal customer experience, and the customer
journey
DNB Boligreisen – a service design example

Posten and Bring – a service design example

Each parcel that is not
scanned correctly means
one call from a stressed-
out customer
Customer insight told us that our customers found it is
difficult to understand the current service offering and
pricing structure. At the same time the number of services
offered had increased radically over the past ten years,
mainly because of merges and acquisitions and increased
levels of (marginal) service attributes.
This also created complications for production and IT
systems.The customers also experienced price differences
between services that were equal – which could contribute
to loss of customers and revenue. Many services were
duplicates, as were many IT systems and production
processes.
Posten and Bring – a service design example:
Need to radically simplify existing service structure
I don't know what
I have bought
before I get the
invoice
What is the difference
between the different
ways to send my
package?
How to register this
"creative" deal in the
system to make the
invoices right?
Customer
Customer service
Customer's logistic
manager

This was not a process to innovate new
services – just delete duplicate services, re-
organizing and simplify existing services.
The resulting set of services should be
logical and easy to understand – but also
aligned with business standards.
Not developing new services – just simplifying and reorganizing
VALUE ADDED
SERVICE
GEOGRAPHIC
TIME
SIZE, CONTENT
PRICE ADDTIONS
SERVICES
Customer

The services were re-designed with a new set of logic
and intuitive value-added services, terms & conditions,
lead-times and price structure.
An example of the service formatting to the right
A complete redesign of the service portfolio

How Posten and Bring presents and talks about services had to be reconsidered for each
touchpoint – from order to procurement.
A makeover of service touchpoints

Each service also has different target groups, which
makes it necessary to make adjustment to fit the
services to customer experience
Example:Tailoring invoicing for small customers
The customer wants one invoice because it is one (or few)
persons handling the logistics in the company.
It should be easy for the customer to understand if the invoice
in correct, and to get an overview of which services the
customer has bought and which extra charges that have
occurred.
The customer must receive information on extra charges and
how they can handle future order if they would like to avoid
the extra charges in the future.
The customer should be able to perform a drill-down on the
different services ordered and delivered through a more
detailed report function.
Tailoring to specific target groups

Measure customer experience in the customer journey
Measure customer experience
As customer experience is formed in the customer journey, companies may benefit from implementing customer experience metrics as
customer journey measures.
Customer journey measures facilitate the monitoring of customer experience as it evolves across the customer journey, and provide insight
into challenges concerning current customer journeys and opportunities for change
What are customer journey measures?
By customer journey measures we mean methods and techniques to investigate customer experience in the context of customer journeys. In
particular, customer journey measures concern routine data collection on customer experience in support of the organization's work towards
improved service quality. Our suggested approaches to customer journey measures are based on the emerging trend to combine
quantitative and qualitative data collection and analysis.
In this section, we first outline how widespread approaches to customer experience measurement can be applied as customer journey
measures. We then present a tool for customer journey measures.

Example

Customer journey measures
from existing CX metrics
Customer journey measures provide a conceptual structure to leverage established
instruments for customer experience measurement, so as to gain insight into customer
experience in the context of customer journeys.
Hence, customer journey measures is not so much about introducing new customer
experience (CX) metrics, but rather to adapt such metrics to customer journeys. In the
cases of Customer Care 2015, we have for example used the Net Promoter Score for
purposes of customer journey measures.
The adaptation concerns the object of assessment (journey, rather than touchpoint) and
requirements for the data collection (combining qualitative and quantitative data).
As customer experience may be formed by a wide range of factors that, in part, are
specific to the particular service context, the applied metrics needs to be complemented
with qualitative follow-up questions.
Customer journey measures – adaptingCX
metrics to the customer journey when running
as expected …
… and when events such as channel switching
or deviations appear

inTelenor
Telenor introduced the CX metric Net Promoter Score (NPS) in 2012.
Initially NPS was implemented for customer feedback on the
performance of specific touchpoints, such as customer service and
customer websites.
More recently, Telenor has also applied NPS to gather customer
feedback at the end of key customer journeys. For example, following
installation of a home broadband in the customer's home, or following a
fault handling process.
In Customer Care 2015, we have tried out different approaches to
applying Net Promoter Score in the context of customer journeys. Our
experiences from this work are summarized in the tool presented next.

Customer journey measures – a tool for getting started
Introduction: The basis
for our work with
customer journey
measures is presented;
in particular the related
empirical cases.
The framework: An
overview of the
suggested
framework for
customer journey
measures, including
the notion of quant-
qual measures.
Deviation-based
approaches: Insight
into challenges and
threats to customer
experiences through
customer reports.
Operationalized as
measures of customer
service contact or
channel switching
behavior.
Assessment-based
approaches: Insight
into key customer
experiences through
customers'
assessments and
explanations.
Operationalized as
end-point measures,
start-end-measures of
touchpoint measures.
Background: The
theoretical and
practical basis for
customer journeys
measures. The
distinction between
differentiating through
experience and fixing
the basics
The broader context:
Where we consider
customer journey
measures in
conjunction with other
data sources and
activities, such as
harmonizing of
measures and
innovation through
customer journey
measures
To provide a starting point for establishing
customer journey measures, a tool is
provided. In the tool, we detail two
approaches to customer journey measures:
(1) assessment-based and (2) deviation-
based.
Here is an outline. Below is a link to the tool

–case example
As part of CC2015, we conducted a study of
customers' that had been through a fault-
handling process at a service provider, applying
a start-end measure.
Here we analyzed quantitative and qualitative
data gathered from the same customers at the
start and end of the journey.
The purpose of the study was to understand
key customer experiences and how they form
across the customer journey.
Case example: The fault-handling journey
The study was conducted by analyzing data from a Net Promoter Score (NPS) survey at the start-
point and end-point of the journey. The start-point being the filing of the fault, and the end point
being three days following a message to the customer that the fault was handled. All participants
provided data at both points in time.
Four main groups of customers were identified. The larges of these were those with relatively
high scores throughout (NPS 7-10), with positive key experiences concerning the process and
customer serice.
As targets for improvement, the smaller groups were particularly interesting. For example,
customers with low scores throughout typcally reported key experiences concerning process, a
process that often extended beyond the scope of this particular fault-handling. The findings
motivated recommendations towards better means to (a) identify recurring complainers and (b)
provide a proactive follow-up routine for these.
!!
[ … ]
Fault reported Fault fixed / checked out

Want to learn more?
These articles and tools will you a more in depth insight….
Bilde
kommer
Customer journey
measures. Adapting
CX metrics for
service design
PaperTouchpoint 8-1
Asbjørn Følstad & Knut
Kvale
Ikke ferdig
How service
recovery affects
customer
experience.
Paper ServDes 2016
Asbjørn Følstad &
Knut Kvale
Why customers
call support after
visiting self-service
websites
Paper NordiCHI 2014
Asbjørn Følstad,
Knut Kvale, & Ida
Maria Haugstveit
Customer journey
measures.
Presentation.
Asbjørn Følstad &
Knut Kvale

The experience-centric organisation

Customer experience as the core of service
The importance of the customer experience in service
Characteristics of the experience-centric organisation
Capabilities that support experience-centricity
An example of service design for experience and organisational implications
The experience-centric organization
The experience-
centric
organization
Illustration: Liz LeBlanc 2013

Customer experience in services
Services are complex, holistic and delivered over several touch-points and through multiple media.
Services happen over time, so service design is about the design of time and interactions related to time
Services are also experiential journeys, in which the customer develops
-expectations before using a service
-experiences the service in use,
-and then summarises through remembered experience afterwards.
This service experience can be intentional, designed for and enabled.

When the customer experience is the market differentiator
The delivery of a superior customer experience becomes the prioritized and central company
mission. The company will optimise the organisation to be able to provide the customer experience
that they wish to deliver. This will lead to an experiential alignment which is infused throughout the
organisation. Todays organisations are not organised to be able to support such an organisational
imperative.
A new organisational design will be required:
the Experience-Centric Organisation.

A trajectory that starts with Service and
ends at the Experience-Centric Organisation
Organizations have great difficulty in innovating their services and the
failure rate of innovations is extremely high.This is noted in research,
although the reasons behind this are neither clear nor simple to
rectify.
Innovating in services is more complicated and complex than
innovating in products, due to the nature of service and the complex
interrelations between different aspects of a service during the
delivery process.The service is the organisation, and any change
impacts multiple parts of it. Everything impacts everything, and that
makes changing a service challenging.
When it comes to innovating in service experience, then the
complexity is further increased, and requires an interaction between
multiple parts of the organisation and across silos to be able to deliver
consistently and superior customer experiences.
Inspired by Patricio & Fisk 2012

 An experience-centric organization has its main focus upon delivering holistic and superior customer
experiences rather than just viewing products or services in isolation.
 To truly become experience-centric, the whole organization must act experience-centric.
 This involves placing the customer at the center of the business and making sure all organizational activities
and processes are part of supporting value creation through the customer (and employee) experience.
 This in turn demands culture and values within the organisation that support and continually improve the
customer experience.
What is an Experience-Centric Organisation?

Characteristics of the
experience-centric organisation

The experiential journey
The customer experience evolves through a series of events over time,
like in a movie.
This is the experiential journey of the service.
Customer
Experience
Illustrations by EGGS
104

Customer
Experience
A new role in the organisation
The experience director function has responsibility for the customer
experience.
The experience-director function has an influential position in the
organisation.
Experience
Director Function
105

InsightExperience
Director Function
Customer
Experience
Creation
Implementation
moment of
dedication moment of
truth
moment of
translation
A learning
organisation
Organisational alignment
around the customer
experience
Continuously gaining new
insights to improve the
customer experience
106

The experience director’s two
main tools are the script and
the program
”Oiling the improvement process”
How we work with improvement
• Delegate ownership to journeys
• Innovation methods
• Onboarding and ownership
• Competence building
• Incentives
• Empowerment
• Culture
”Orchestrating the customerexperience”
Overall experience script
Mindset nurturing
Individual customer journeys
Touchpoints in ”scenes”
EXPERIENCE PROGRAMEXPERIENCE SCRIPT
Experience
Director Function
107

Conceptual
Creative
Visual
X-plorative
Thinking by doing
CREATIVESKILLS
REALISATION SKILLS
Cross diciplinary
Cultural interaction
Organisation
Integrating
Collaborative
INSIGHT SKILLS
Ambiguity tolerante
Holistic
Reframing/ Translation
Reflection
Syntheses
Insight
Creation
Implementation
moment of
dedication moment of
truth
moment of
translation
The capabilities that enable the improvement
process are spread across functions and roles and
thereby infused in the organisation.
108

The company mission is to deliver a superior customer
experience. Activities and recourses are organised around the
experience vision.
The service is a set of interactions and touchpoints, like
scenes in a movie, directed to create an holistic customer
experience.
The experience-centric organisation

A case study of a logistic service:
- designing for a superior customer experience

From an AHO student project with Norway Post.
Photo: AHO students SD1 2013
A case study of a logistic service:
- designing for a superior customer experience
About the following case
The concept ‘Licensed to Help’ is about harnessing
the potential of an emotionally activated situation a
client might be in when contacting customer service.
The goal is to turn these situations into experiences
worth retelling to create a positive buzz about the
brand in question.
Please note: Licensed to help is an eight week
collaboration project between the Oslo School of
Architecture and Design (AHO) Service Design Master
Course 2013 and Norway Post. The concept is not
implemented within the Posten organization.
Thanks to the students group Born: Simón Sandoval Gusman, Lucien Skånseng, Oda Sortland, Jane
Pernille L Hansen and Daniel Jackson.
All illustrations and animations were made by the students.

LICENSED TO HELP
- a customer-service transformation concept
I need help!
Please hold the line..
AHO student project with Norway Post
Service Design 1 2013

Licenced to help is an example of how the customer journey can
be used as a tool for service innovation
What is Licenced to help?
• Shows how the customer
journey can be used as a means
of innovating in a logistic
service
• The concept was based on the
Bring e-commerce channel
Mybring. Bring is a logistic
provider in the Nordic market.
Mybring is primarly an e-
commerce channel, aimed
towards small and medium
sized businesses.
Why use the customer journey
as a tool?
• Mapping the ‘as is’ situation will
give new and valuable insight of
how the service is experienced by
the customer
• Understanding the customers
situation, context and experience
along the customer journey will
inspire improvement and
innovation
• The benefit of seeing a
service as a journey, from
the customers point of
view.
• How a difficult situation can
be turned into a good
experience
• This presentation will direct
you to two animated
videos. One shows the
service journey as it is today
(2013).The other video
shows the proposed
solution.

Licensed to Help – the scope and situation
Scope: a customer makes a mistake and needs help
The situation chosen was one where Jane spills juice over her computer not long before the deadline of her project. Dan, a computer
repairman and our Mybring user, repairs her computer in time but puts the wrong address label on the package. Marianne is the Mybring
customer service-employee.
To understand how Norway Post handles a similar situation a lot of packages were deliberately sent “wrongly” between the students,
and they then contacted Mybring customer service to get help.This gave valuable insights into the Mybring customer service experience.
DAN
Mybring customer
JANE
Dan’s customer
MARIANNE
Customer service

Licensed to Help – key insights and results
In the existing service, it was clear that customer service does not
have the mindset, the mandate nor the means to fix many customer
problems. Conversations with the internal customer service team
confirmed this.
In the new and improved service, the front line is empowered and
motivated to take action to solve the customers problem. Winning
the customers heart must be embedded in the culture and in the
KPIs.The project indicates that what seems to be an incremental
innovation in a particular part of the service, requires training, a more
customer oriented mindset, different incentives and also a more
advanced use of technology.
To show what the existing service looks like and how the future
service could look like a video and a blueprint of the current- and the
proposed service were made. Copy the blue link below to be taken
to the vimeo pages with the videos.
Video 1: how the service is today
Video 2: how can the service be in the future

Want to learn more?
The Experience-Centric
Organisation
A white paper about what it
is, why it’s important, its
characteristics and
capabilities
Clatworthy, Gloppen and
Lindquister
Ikke ferdig
MINDSPACE - an example of
Service Design methods for
strategic conversations about
the Experience-Centric
Organisation
AHO Master class Service Design 2,
2015
Berit Lindquister
These articles and tools will give you a more in depth insight….
Bilde
Presentation at
Frontiers 2016
Annita Fjuk, Birgitte
Yttri,
Info om artikkel
Ansvarlig
Ikke ferdig
The customer journey as
a tool for business
innovation and
transformation.
In R. DeFillippi, A. Rieple,
& P. Wickström (Eds.),
Business innovation and
disruption by design.
Judith Gloppen,
Berit Lindquister, & Hans-
Peter Daae. (Forthcoming
2016).
Ikke ferdig
The role of service design
leadership in shaping
experience oriented
organizations.
Paper Academic Design
Management Conference.
London, 2014.
Judith Gloppen

End

Transformation Toolkit: Themes to support successful transformations

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (20)

Semelhante a Transformation Toolkit: Themes to support successful transformations

Semelhante a Transformation Toolkit: Themes to support successful transformations (20)

Último

Último (17)

Transformation Toolkit: Themes to support successful transformations