Stephen Barber

Challenge

Commonwealth Superannuation Corporation (CSC) deliver superannuation packages to Australia’s public sector and armed forces; following a FutureBrand rebrand of the CSC brand, they wanted to evolve their customer experience in line with this refreshed brand promise - to ensure that their organisation was delivering against their brand ambitions.

Solution

The program of work began with a comprehensive discovery stage, in which I interviewed 20 public sector workers and members of the armed forces to understand their perspective on superannuation, and their thoughts on how to plan for their future (or not). I also interviews CSC stakeholders to understand their desire for customer-centricity, how it matched their commercial ambitions, and what it might look like to go the extra mile for the customer.

This primary research was distilled into a series of customer personas, which were mapped against different stages of the customer journey - new entrants to the careers market were to be treated very differently to those approaching retirement.

Detailed personas were used to map out customer needs and actions against the high level end-to-end customer journey; in addition, som indicators of emotional state were mapped to show potential pain points.

This full journey map was used in a series of training workshops with different client stakeholders to encourage their inout and insights on how best to solve for the pain points and any unmet needs across the customer journey.

Once the workshops were completed, I synthesised all outputs into a series of experience opportunities - which were assessed using an effort vs impact matrix:

Finally, all opportunities were mapped and wriiten into an Experience Backlog, for planning and execution.

OUTCOME

The backlog has been used to drive subsequent improvements in the customer experience, and the experience tools developed are in daily use inside CSC.