Wexxa´s Customer Experience Services

Excellent Customer Experience is a people capability, not simply a way of formally organising responsibilities. Increasing speed, quality or being able to manage exceptions when serving customers, is all about the inter-human networks. Wexxa´s unique methods and experience shed new lights on you customer journey- you´ll get a full view of how people collaborate to serve customers and how you can improve!

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Case by Wexxa

How can we improve collaboration to manage exceptions in the customer journey?

This was the question asked by a customer of ours with highly complex services. Our customer had challenges around the number of exceptions and a 25% deviation from “happy path” of the customer journey, which had an unnecessary negative impact both on NPS and internal people engagement.

Wexxa´s analysis showed three specifically interesting insights on the internal collaboration. Firstly, there were collaboration caps between some specific roles. Two operational roles A and B were not very well integrated (only 30%), risking customer problems ending up in-between responsibilities and falling off “happy path”.

Also, Customer Call Centre and Operations had critical low integration to manage customer experience (only 9%), resulting in poor handover capability and difficulties for operations to deliver what has been promised by the customer contact centre.

Secondly, we found bottlenecks. We saw a high dependency on operation management in problem-solving and decision making. When employees always turn to their manger, their manager becomes a bottleneck. This implies slow processes and peoples knowledge are not utilized to manged exceptions.

Thirdly, we found that relations across different regions were weak. Thereby, there were also a risk that each region came up with different solutions to the same problems and common improvements on managing exceptions wouldn’t be detected.

We recommended our customer to establish stronger connections between Customer Experience roles and regions by working on openness and increasing trust.

Also, long-term actions to improve the collaborative leadership, build a collaborative mindset, and continuously monitoring collaboration, became a main focus in future directions.

So, what did our customer think?

“The insights from the deep dive study into our collaboration pattern and the barriers our people experience across the customer journey have been crucial in shaping our strategic agenda of connecting our people and setting them up for success in delivering excellent service to our customers. These insights have already directly influenced our organizational design, measurements of success, leadership development and use of technology to name a few things.”

– People Director