Customer Experience

Embedding the voice of the customer into organisational change

Business Challenge

In 2019, changes to the macroeconomic environment, consumer preferences, the rise of fintech, the experience economy and intensifying competition were only a few of the key forces impacting our client, a national home loan brokerage. Executives agreed that doubling down on customers was the best way to achieve organisational growth targets

Forethought Approach

Forethought was engaged to bring the voice of the customer into the organisation and embed this into ways of working. This included developing a scientific and robust evidence base to inform a new three-year strategy, lay the groundwork for service redesign and articulate a clear, shared future state vision for the organisation to build towards.

We developed a comprehensive, multi-phased program of work to support the new customer experience vision. This included:

  • A robust insights program, leveraging innovative quantitative and qualitative research techniques to inform acquisition and retention strategies for both customer and employee
  • A dedicated team, co-located with clients in key geographies
  • Engagement across the business, which ensured translation of data into usable narrative from the frontline through to executive and C-Suite. Our collaboration also included key partners such as the creative agency, L&D partners and data architects
  • Facilitation of executive and strategic strategy / future casting sessions
  • Ongoing advisory and partnership to stand up measurement infrastructure, upskill and knowledge share to maximise utility of analytics function


The resulting insights stack provided compelling, clear and unquestionable direction as to what the immediate areas of focus should be for the organisation. As a direct result of the program, our client received an immediately useable prioritisation framework which was used and shared at all levels of the organisation, from executive and strategic stakeholders through to the frontline.

The result was an evidence-based re-prioritisation of the three-year strategy roadmap. This enabled mobilisation of resources into key parts of the customer journey, and their associated initiatives, to the exclusion of a laundry list of others. Our recommendations also suggested a better closed-loop system of customer feedback, which is empowering our client to identify customer experience issues and intervene early.