In order to improve customer satisfaction, Nationwide adopt a top-down behavioural change model. Recognising that changing behaviours would give even better customer service, Nationwide enlist iESE to help better understand their customer demand. In general there are three stages to this process. The first stage involves measuring how call centre managers use their time. The second stage removes some of the barriers preventing managers from being ‘active’, such as the automation of some processes. The third stage aims to raise the capability of managers to be active. Overall, iESE identified that key to improving the customer experience at Nationwide was ‘active listening’.
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CareCubed Children’s saved council £307k in the first four months of implementation across only eight cases showcasing staggering return on investment.
CareCubed Children’s saved council £307k in the first four months of implementation across only eight cases showcasing staggering return on investment.
Evidence-based assessment identifies 70% of activities lacking direct customer value allowing council to redesign to reduce waste and improve customer experience
CareCubed brings greater control of care costs with savings of £7k a month for adults with learning disabilities whilst also improving the quality of care.
High-level business review leads to organisational restructure, which created £250k savings and helped to reduce call-centre failure demand from 34% to 14%
Customer-centric transformation model in organisational review set to deliver benefits to residents and businesses and create a potential saving of £1.4m
Councils modernise service delivery to overcome £460kpa of failure demand by understanding customer demand which has helped to ensure customer self-serve
Local government innovation club; a network of forward-thinking professionals working on the next generation of sector led improvement and transformation
