Energy Retailer
Delivering real-world business transformation for a consumer utility giant, realigning their focus on customer-centricity.
- 60 % reduction in manual effort required to support onboarding of new customers
- 2 Customer Journey Teams established using build, run, fix principles
- 1 Gold Award at the International Customer Experience Awards for Business Change & Transformation
The Background
Following poor CSAT results, a major energy retailer had to become much more customer-centric and needed to transform to new ways of working.
Our Approach
S&S introduced their Glass Tube concept as a deep immersion accelerator into modern delivery methods.
We chose a complex problem to work on and helped the client team learn by doing, pairing with S&S experts. The new ways of working were allowed to emerge, ensuring they were right for their context and challenges (and not a cookie cutter playbook).
S&S placed key, cross-functional resources into a protected, yet transparent working team. Key roles were paired between S&S experts and the incumbent team so they received the coaching and mentoring they needed. We selected a highly challenging use case to prove to the stakeholders that the approach worked and could generate regular value cycles within the business.
We began by leading an initial ‘Inception’ process, which lasted 3-weeks. This evaluated the current state of the business and its performance, and identified the critical components to focus on and provide value over a 90-day ‘Delivery’ period.
The Outcome
Our client accelerated delivery, reduced manual effort, and unlocked scalable growth by embedding new ways of working — resulting in award-winning customer experiences and measurable business impact.
- 2 x Customer Journey Teams: Established using build, run, fix principles.
- Huge productivity savings: Through the automation of key client onboarding journeys.
- Award-winning customer experience: Driven through research and insight driving reduction in customer onboarding fallout.
- 60% reduction: In manual effort required to support onboarding of new customers.
- Significant reduction: In the time taken to develop key product changes.
- Business growth: The ability to scale customer onboarding significantly without consideration to previous volume ceilings. This became a huge vehicle for business growth.
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