Transformational customer service
How do you co-design a service model transformation with your customers?
UK Commercial Bank
Nile really exceeded my expectations… I expected a quality piece of work, but we’ve been able to go way past that to something that will be valuable for years to come.
One of the UK’s largest commercial banks was in trouble. Antique systems, broken processes, and organisational silos had led to a customer experience that felt complex and disjointed.
Our client needed to rethink how to serve commercial banking customers across all channels. This would involve a complete redesign of the call centres operating model, introduction of new digital self-serve capabilities, and rolling out a new technology stack to support it.
This was a big challenge, not to be underestimated. There were seemingly endless lists of products and services that needed to be designed for, and a huge number of stakeholders to align to a single vision.
What we did
We embedded a multidisciplinary team of Nilers into the service model team at the client’s London HQ and built an onsite ‘mind palace’ – a physical space that served as the collective programme brain, as well as a stakeholder engagement tool.
Our first step was to spin up cycles of co-design workshops with customers and a range of the bank’s business areas. We built a comprehensive picture of customer behaviours and needs, shared and understood by the bank which fuelled new ideas, as well as validate and refine in-flight components of the service experience.
Next, we made sure that insight was applied directly to the design of the new service model. We facilitated bank and third-party teams to prioritise their backlog of future services and align to a shared future vision. Disparate groups of stakeholders began to align, refocusing teams on delivering the experiences that were most valuable to their customers.
Together we designed a strategic Customer Experience Framework, and defined the essential Service Model Components for digital and telephony; encouraging and safeguarding customer adoption of preferred channels.
They brought a freshness to our thinking that allowed us to bring it back to life for the customer. The professionalism, but also the ingenuity of the ways of working they brought to us was great to see.
The Customer Experience Framework we designed is a powerful tool. Owned by the customer service team, it was used to quickly align delivery teams and bring clarity to the investment strategy across the commercial bank.
The bank’s strategy could be delivered at the same time as efficiently prioritising the servicing transformation backlog. Operations teams immediately set to work on changing the smallest things that would make the biggest difference to customers’ servicing experience, before building new desirable digital services that would significantly reduce their cost-to-serve.
The biggest impact however, was for the customers themselves, whose insight and feedback gave C-Suite and teams the certainty needed to deliver the right things, in the right way, and in the right order.
I think what’s been created has gone over and above what my original expectations were.
I’m quite cynical of the [bank], and I’m absolutely amazed to see them potentially leading in functionality with this.
We’ve spoken, they’ve listened, and they are doing something about it. And they are helping us to do our jobs better.