A leading global bank wanted to improve customer experience in Chile. Through agile design sprints, it was able to introduce new experience attributes into critical customer episodes, together with a new governance system to scale up the new model in a sustainable manner.
Context
After extensive work to identify experience attributes valued by its clients, one of Chile’s leading banks faced the challenge of how to implement the new model.
The company had to design impact experiences which made these attributes tangible and align different areas of the organization around their delivery, which was hindered by a predominant culture of silos.
Opportunities detected
A diagnosis quickly revealed a lack of awareness about projects which to impact client experience, which led to discoordination and a doubling of efforts. In addition, the development of initiatives between areas was slow and was dominated by an excessive level of consensus-building which delayed decision-making.
Proposed actions
After identifying a number of critical episodes in the global client experience, multi-area work teams were set up to resolve them through agile design sprints.
Employing the tools Design Thinking and Agile, Matrix generated multidisciplinary work-teams which designed new client-focused client experiences. These solutions were converted into experience concepts, which were quickly validated and adjusted using feedback from bank customers through the use of rapid prototype techniques.
Once the desirability of the new experiences had been validated, the feasibility of implementing each one of these initiatives was ensured by drawing up clear and robust plans which tackled the organizational and technical implications of the adjustments. In addition, a new governance system was proposed with clear instutitions, decisions, roles and indicators to systemize the new working model.
