Challenge
Point B's health plan client wanted to build a cost-effective yet high-touch experience that enabled customers to engage however and wherever they preferred. Internal teams and new leadership had committed time, energy, and resources to make their strategy a reality, but they were struggling to see progress and identify measurable results.
Opportunity
Through conversations, Point B assessed that siloed teams and ambiguous priorities were preventing progress. Our goal was to remove the barriers and establish effective ways-of-working for the cross-functional team.
Today, we're taking the next steps to help them operationalize their omnichannel investments.
Approach
Creating accountability around a “north star” goal
Task number one was to understand all the initiatives, projects and work in motion. After that we asked stakeholders to identify the value omnichannel could provide to their customers and to the business, helping them align around a common goal and purpose.
Assess Your Omnichannel Opportunities
What circles indicate the channels your organization has invested in? Are there any gaps that could enhance your customer experience?
Understanding Interdependencies
We brought siloed departments and functions together through conversations and workshops designed to build a shared understanding of each team’s role and where all the interdependencies met. Everyone gained a clear picture of how their work related to omnichannel goals and what they needed from others to be successful.
Project Outcomes
Our client was relieved to learn that their omnichannel strategy had tremendous potential once their organizational structure was aligned to support it. Our unbiased perspective uncovered barriers and ways of working that had prevented progress.
Untangling the current state and building a cross-functional governance structure helped our client better understand their organization, prioritize near-term wins and envision future state planning.
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