To review Studio’s ways of working, metrics and operational design to set out where priority changes were required, what needed to change, and deliver this into the business to support CX improvement. CX/CS were seen as interchangeable terms – Delineating the difference between them was key to ensuring colleagues at all levels & roles understood the part they played in CX and how to measure it at all critical touch-points

• Review of CX TOM to ensure team right sized and relevant roles in place
• Development of a CX Services Framework
• Challenge the ‘Post purchase’ and ‘CS = CX’ mindset, and embed what true enterprise wide CX is and why it’s vital to enable business growth
• Development of a suite of metrics that focus on critical touch-points across the entire customer journey to drive the required focus
• Development of the CX SOAP to set out the key goals, success metrics & enablers, as well as the CX POAP to support delivery of the Strategy

• Redefined CX Steering Committee with representation from all functions
• Critical Customer Touchpoint Metrics in place across key journey stages
• Clear accountabilities & responsibilities for CX COE & Functions
• CX TOM in place with relevant roles & future recruitment plans in place
• Comms & Engagement plan to embed CX into the DNA of Studio