building a customer-centric culture at a local council
Case Studies
The Brief
The strategic objective of this research was to gain a deep understanding of the end-to-end customer journey with a local council.
The aim was to identify pain points and opportunities that would support the transition to a customer-centric culture and deliver an improved cross-organisational customer experience.
The strategic objective of this research was to gain a deep understanding of the end-to-end customer journey with a local council.
The aim was to identify pain points and opportunities that would support the transition to a customer-centric culture and deliver an improved cross-organisational customer experience.
The approach
Online interviews were conducted with 31 residents of the local council area who had interacted with Council in the last six months. This approach was chosen because it focuses on understanding the detailed experiences of each participant, rather than just quantifying responses, which is essential to creating customer journey maps and personas – the key outputs of the project.
To draft the customer journey maps, platform UXPressia was utilised. Residents were recruited via social media, customer service calls, and the Council’s 'Have Your Say' platform.
Online interviews were conducted with 31 residents of the local council area who had interacted with Council in the last six months. This approach was chosen because it focuses on understanding the detailed experiences of each participant, rather than just quantifying responses, which is essential to creating customer journey maps and personas – the key outputs of the project.
To draft the customer journey maps, platform UXPressia was utilised. Residents were recruited via social media, customer service calls, and the Council’s 'Have Your Say' platform.
The challenge
Local councils span multiple service areas, meaning different processes and cultures exist within the same organisation, which proved to be a challenging environment to create customer journey maps.
To overcome this challenge, workshops were held with each service area to better understand their services, processes and challenges. This enabled us to identify commonalities across the service areas, which assisted with the process of creating journey maps and developing insights that would be relevant across the organisation.
Local councils span multiple service areas, meaning different processes and cultures exist within the same organisation, which proved to be a challenging environment to create customer journey maps.
To overcome this challenge, workshops were held with each service area to better understand their services, processes and challenges. This enabled us to identify commonalities across the service areas, which assisted with the process of creating journey maps and developing insights that would be relevant across the organisation.
The insight
The customer research identified common customer pain points where customer needs and expectations were not being met. This spanned communication and engagement issues, process and channel inefficiencies and customer service issues.
Additional workshops were held to discuss draft journey maps and identify the internal root causes for these pain points and therefore contributed negatively to the overall customer experience.
The customer research identified common customer pain points where customer needs and expectations were not being met. This spanned communication and engagement issues, process and channel inefficiencies and customer service issues.
Additional workshops were held to discuss draft journey maps and identify the internal root causes for these pain points and therefore contributed negatively to the overall customer experience.
The outcome
The key outcome was to support the Council in building a customer-centric culture which would enable them to deliver an improved customer experience. To achieve this, we identified seven CX improvement opportunities that leveraged enablers such as culture, process improvement and technology.
The results of the research were presented and workshopped with senior leaders including the CEO, to ensure accountability for driving change.
The key outcome was to support the Council in building a customer-centric culture which would enable them to deliver an improved customer experience. To achieve this, we identified seven CX improvement opportunities that leveraged enablers such as culture, process improvement and technology.
The results of the research were presented and workshopped with senior leaders including the CEO, to ensure accountability for driving change.
