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Achieve a common language and vision across the organisation on the customer experience and outcomes across all teams to guide all customer teams in their future roadmaps.
The context
Open University Australia strategy focused on an integrated omnichannel customer experience delivery. Aligning on end-to-end customer journeys would enable all teams to identify and focus on optimisation.
There was a need to establish a set of principles to frame how the organisation wants to deliver its top-level customer experiences, to its core segments.
These principles would then be used to guide all customer teams in their future roadmaps and improvement plans.
The objective
To achieve a common organisational language and vision regarding customer experience and outcomes across all teams.
Leverage that vision to support teams to align on priority improvement opportunities not constrained by current systems, processes or teams today.
Bring a holistic customer lens that is not distracted by distinctions such as channels, funnels, tools, or services.
My role
I led the discovery and design work, collaborating with the content lead and supported by the senior leadership team.
The approach
A lean framework: Leveraging customer and business knowledge, I landed on creating a handful of experience pillars to support conversations among teams and groups.
An Experience Pillar is a core principle that guides and ensures consistent, customer-centric outcomes across all channels and touchpoints in a customer experience framework.
Why?
The OUA values were a well-known framework in the organisation, adopted and used fluently. We wanted to leverage the success of this framework and create a proxy through Customer Experience Pillars, with the view that these would become a solid foundation that anyone could easily recall, understand, and apply.
Iteration to Continuously Improve: We refined our pillars in multiple iterations, involving different business areas in a feedback loop—initially with the senior leadership team and then with Advisors, Content, Customer Operations, Engineering, Marketing, Product, PX, and UX. The pillars were finally endorsed by the CEO.
Why?
We wanted a fresh perspective from different business areas to ensure the message resonated and teams across the organisation adopted it.
The outcome
I went through a roadshow to share the pillars with the Head Of to get understanding, alignment, and buy-in.
I then presented the framework to the whole company at an all-staff meeting.
We also developed collaterals, such as icons, to make them more memorable. These icons are now the screensavers of employees' laptops.
The pillars are part of every decision-making conversation and roadmap prioritisation.
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