Supporting customers shouldn’t depend on who you know, but across the organisation, that’s how it often worked.  There wasn’t a clear, consistent front door into the business. People navigated through personal relationships and informal networks, not through connected services designed around customer needs.

Everyone cared deeply about the customer experience, but without a shared structure, ownership was fragmented.  Accountability blurred, and it wasn’t always clear who was responsible for outcomes.  Internally, teams and systems weren’t fully connected either.  Knowledge was held by individuals rather than built into scalable processes - limiting consistency and making it harder to grow and scale.

Designing for Customer Experience and Service-Orientation wasn’t about redesigning individual touchpoints.  It was a deeper shift to rethink how front-stage and back-stage operations aligned.  Focusing on simplifying complexity, clarifying ownership, and designing services around the outcomes that mattered most meant we could create a more consistent, connected experience for customers and employees alike.