Developed the roadmap and business case for a new Customer Relations capability that would transform the CR organisation from Reaction & Response to Predicting & Planning that would improve the overall consumer experience.
With a strong pipeline of new innovations the client wanted to ensure they could support their existing products in parallel with supporting a wave of new product launches.
New technologies promised capabilities that legacy systems could not deliver nor feasibly integrate. A new Director of Customer Relations bought with her a clear vision for the future and a sense or urgency. She wanted to develop a roadmap, business case and investment plan to realise the promise of emerging technologies that would not only support the organisation’s growth, but fundamentally transform the CR function.
The client wanted a sustainably transformed capability – where innovation and agility were designed into organisation and culture, not just part of the technology.
Using a ‘fast and roughly right’ approach, defined a high-level current state utilising existing artefacts.
Leveraged our Digital Facilitation Platform to co-create the future state definition in an inclusive and efficient way – setting an example for how new technologies inform new ways of working – a key design principle.
A high-level roadmap and business case were developed which laid out the technology ecosystem, organisation change, target operating model and key metrics. Initial RFI’s were conducted and RFP’s were drafted for post business case approval.
The new CRS technologies provided the basis for digitisation of the ‘react & respond’ work, which became the foundation for the integration of the other data sources so that digitalisation and machine learning algorithms could provide the desired ‘predict & prepare’ capability. Performance improved significantly and the CR function is seen as a critical value contributor.