Workshop Facilitation
Recreate customers service vision
Role: Service designer (project lead) | Date: Oct - Nov 2025
Brief
In 2025, we have migrated our customer service to a new platform. Therefore, it’s a good timing to align the goals for our technology capabilities, service delivery, and customer experience. This workshop is to give stakeholders the space to step back, share perspectives, and shape a unified vision that connects all three.
Outcome
-
A collective vision statement to guide our decision-making and ensure we’re moving forward in the same direction
-
Prioritise values that represent our business
-
Guiding principles which are tied back into our vision statement
CX = Growth
Companies that lead in CX grow revenue 80% faster than their competitors.
We have first demonstrated the AS IS data for our stakeholder. Compare the current situation to the industrial standard, we would like our stakeholders reflect on what is good customer service looks like for SSE?
Telephony Service
-
Heavy traffic on the line: Average call waiting time is 38 mins which lead to high abandon rate.
-
Unclear Interactive voice response (IVR): Overly verbose and convoluted information for IVR which is not useful for customers to reach to the right team.
-
Lack of visibility on ownership & cases updates: vert limited progress updates on cases which results in more traffic return to customers service chasing for the outcome.
Email Service
-
Long SLA (service level agreement): Lack of hierarchy of the email results in 34 days of email resolved time.
-
Lack of ownership of the emails: A case can be processed through different team and people often results in losing track on the progress.
-
Unclear communication internally and externally: Teams are working in silo with very little collaboration with each other causes the inefficient communication.
Why a good customers service is important?
-
86% of buyers say they’ll pay more for a better experience - especially in high-consideration B2B categories
-
Customers who rate their experience a 10/10 remain loyal up to 6x longer
-
1 in 3 customers will leave after just one bad interaction
The report from Forrester showing that more than 50% of the business have increased the budget on building customers relationship
What an overall good customers service looks like for SSE?
Looking into the future of our customer service platform. Each of you brings a unique lens—whether it’s operational efficiency, product integration, or emotional resonance. Let’s co-create a vision that reflects all of the above!
Service
Tech
Customers
experience
Create Vision Statement
A clear vision statement for the business can support the us working toward the right direction with the same goals. Therefore we invited stakeholders to collaboratively define our customers service vision statement.
Do what, For whom, To achieve
A vision statement for 2030
Through consistent, high-quality service and easy experiences, we keep our promises, rebuild trust, and strengthen lasting partnerships with every customer
Futuristic Thinking Activities
After the team has created the vision statement, we have provided a futuristic scenario. We asked our stakeholders to discuss what do we think our customers see, feel, think and do in the event. From the conversation we prioritise the business values and elaborate guiding principles using the phrase below.
“Our customers service will meet the core value of _______ when we __________”
Value=Quality
Deliver proactive, consistent, and customer-led service that empowers people and sets clear expectations every time.
Take accountability for delivering quality results and make things right when they go wrong.
Value=Transparency
Use the data we have to make the right choices for our customers and staff while giving tangible timescales that meet our customers needs.
Speak with clarity and honesty, ensuring our customers always understand what’s happening and what to expect.
Guiding Principles →Behaviours
Now, looking back at our current pain points of our customers service. How can we apply our guiding principles on the situation to change the behaviours. The step is to help us understand what are principles look like in action in our customers service platform.
COM-B Behavioural Change Model
We introduced behaviour change framework that proposes three necessary components, capability, opportunity and motivation, for any behaviour (B) to occur. We put stakeholders in the group to brainstorming for what tools and supports do we need to enable our behaviours?
After stakeholders put all the behaviour enablers into roadmap, I have tidied it up and clustered them into categories. After knowing the business prioritisation, we have the clear direction to follow and decided to start from “redefine the escalation route”
Prioritisation Road Map
The behaviour enablers can be categorised into:
-
Clear escalation routes to follow
-
Clear brand language & service vision
-
Smart process design with new technology
