Case Study

Creating an action plan for the internal and external strategic positioning of a new corporate function

Defining the strategic positioning of the Customer Care team and its subculture according to the corporate transformation strategy

Customer Care Lab is a project that helped the new Customer Care team at San Marco Group define the team subculture and the related action plan, in order to transform its internal positioning toward other corporate entities and external positioning toward the customer.

Settore Azienda

Construction

Servizi Amploom

Service Design
Organizational Culture Design

Persone Coinvolte

3 team leaders, approx. 10 other managers and collaborators

Initial Challenge

Defining the team's action plan within the new corporate context

Following a reorganization of internal functions, San Marco Group transformed its Back-Office team into the Customer Care team. After a period of streamlining existing processes, there was a need to understand the internal and external value proposition of this new function.

Initial Challenge: Defining the team's action plan within the new corporate context

Strategy

Co-design to clarify strengths and existing relationships

We designed a journey to define the team's role and internal positioning, tailoring the San Marco Group strategy to the specific department. We also developed the new value proposition toward customers.

Strategy: Co-design to clarify strengths and existing relationships

Result

Guidelines and concrete actions to shape the new team subculture

We defined action principles for the Customer Care team, based on which we planned strategic change actions to make the new positioning effective over the following months.

Result: Guidelines and concrete actions to shape the new team subculture

The Customer Care department defined its action plan and enhanced its value within the organization and toward customers

Initial Challenge

Defining the team's action plan within the new corporate context

Initial Challenge: Defining the team's action plan within the new corporate context

Following a new strategic direction, San Marco Group leadership decided to transform the pre-existing Back Office function into Customer Care. This change in nomenclature implied an operational desire to increase customer proximity through a dedicated team. During an initial period, the team leader increased the efficiency of existing back-office processes, creating time and space for new ways of working for the Customer Care team. Consequently, a need emerged to understand the added value the office could bring to the customer, considering the current situation. There was, therefore, a need to understand the relationship with other corporate entities, with the goal of finding the unique value proposition that Customer Care could offer to both the organization and customers.

Strategy

Co-design to clarify strengths and existing relationships

Strategy: Co-design to clarify strengths and existing relationships

We then designed a multi-stage journey involving Customer Care team leaders to capture the organizational context and identify their added value to enrich the customer experience.

To achieve this, we followed these steps:

  • history and purpose: we aligned the team on its history and founding objectives;
  • context mapping and value proposition: we mapped existing relationships between the Customer Care team and other corporate functions, defining the value proposition the team could offer;
  • qualitative user research: we provided the project team with tools and approaches to conduct qualitative research with internal and external corporate stakeholders;
  • processing research insights: we shared, collected, and organized insights derived from qualitative research, identifying areas for change;
  • evolutionary purpose and principles of change: we defined a new team purpose capable of creating a new direction for the team, and based on this, developed a series of guidelines (principles of change) to be implemented as a team internally and externally;
  • action plan: we developed an action plan that translated the guidelines into concrete actions to make the transformation tangible.

Result

Guidelines and concrete actions to shape the new team subculture

Result: Guidelines and concrete actions to shape the new team subculture
9
principles of change
+
12
months of future planning
2
identified areas of intervention

Thanks to the Customer Care Lab journey, the Customer Care team was able to align on the future direction to take to increase added value for the company and customers. Specifically, project outputs included:

  • 9 guidelines concerning the team, other corporate functions, and the customer, serving as a compass for team change and useful for internal sharing and alignment;
  • an action plan that operationalizes the directions for change, establishing change actions over the following 15 months;
  • 2 areas of intervention to strengthen the new role of Customer Care as the owner of the corporate Customer Experience.

What is the Service Design element?

What is the Service Design element?

The project mapped the existing relationships within the organization, interviewing corporate stakeholders and deriving strategic actions based on the evidence collected.

What is Organizational Culture Design about?

What is Organizational Culture Design about?

The project led to the creation of team guidelines to shift its positioning according to a defined strategy. This transformation of team behaviors thus constitutes the establishment of a new team subculture.

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