Becoming a customer-obsessed organisation – a human-centred corporate CX & digital transformation
DLL Australia
People centred finance, Strategic insight & foresight, Human-ccentred digital transformation, Future ways of working, Responsible AI
DLL, a global provider of leasing and finance solutions, engaged Tobias to co-design a vision for digital transformation across ANZ operations, and deliver on digital product opportunities and capability uplift. Together we defined “what” the future experience would look like for customers and partners, and “how” DLL would need to change to deliver this.
Enterprise wide transformation to ensure customers are at the heart of everything the organisation does
Enterprise wide transformation to ensure customers are at the heart of everything the organisation does
DLL Australia’s executive leadership team engaged Tobias to work with them to define a vision for digital transformation across ANZ operations, deliver this through digital product opportunities, and build Human-centred Design capability across the organisation. Driving this is DLL’s desire to be customer-centric in all they do, improving speed, ease, and convenience for their partners and customers in accessing their services and products, while ensuring the transformation is sustained by their internal teams and resources.
DLL Australia’s executive leadership team engaged Tobias to work with them to define a vision for digital transformation across ANZ operations, deliver this through digital product opportunities, and build Human-centred Design capability across the organisation. Driving this is DLL’s desire to be customer-centric in all they do, improving speed, ease, and convenience for their partners and customers in accessing their services and products, while ensuring the transformation is sustained by their internal teams and resources.
We defined four foundational streams of work
We defined four foundational streams of work
To initiate this ambitious transformation, we defined four foundational streams of work:
Learning Lab equipped DLL staff with the skills and tools they need to transform the DLL ANZ organisation and ways of working. This change included a human-centred approach to designing and building new digital products and services and creating and running CX improvement initiatives
Transformational Horizons specified how DLL will need to change, to deliver the North Star including channels, processes, technology, governance, systems, and resources. The overall goal was to create a customer-centric operating model. This target operating model would enable DLL to adapt products, services, and operations to evolving customer needs, and stay relevant and competitive
The North Star Customer Experience (TrevR) defined what the future experience would be for customers and partners, based on research and stakeholder engagement, and identified drivers and barriers to organisational change
Digital Services Delivery defined a program to execute the North Star vision and provide transformation-proof points along the way
Based on foundational work, we agreed on an approach to deliver the end-to-end future state experience by breaking it down into 6 discrete components mapped on a transformation roadmap. The components were defined to be delivered individually over time, building on each other, and ultimately realising the experience vision. Each component defines the people, processes and technology that need to change for the transformation to succeed.
The DLL and Tobias teams worked in close partnership to deliver on the initiatives, leveraging skills taught in the Learning Lab. A structured communication plan was set up to provide regular, tailored engagement to key stakeholder groups through showcases, reports, and visualisations.
To initiate this ambitious transformation, we defined four foundational streams of work:
Learning Lab equipped DLL staff with the skills and tools they need to transform the DLL ANZ organisation and ways of working. This change included a human-centred approach to designing and building new digital products and services and creating and running CX improvement initiatives
Transformational Horizons specified how DLL will need to change, to deliver the North Star including channels, processes, technology, governance, systems, and resources. The overall goal was to create a customer-centric operating model. This target operating model would enable DLL to adapt products, services, and operations to evolving customer needs, and stay relevant and competitive
The North Star Customer Experience (TrevR) defined what the future experience would be for customers and partners, based on research and stakeholder engagement, and identified drivers and barriers to organisational change
Digital Services Delivery defined a program to execute the North Star vision and provide transformation-proof points along the way
Based on foundational work, we agreed on an approach to deliver the end-to-end future state experience by breaking it down into 6 discrete components mapped on a transformation roadmap. The components were defined to be delivered individually over time, building on each other, and ultimately realising the experience vision. Each component defines the people, processes and technology that need to change for the transformation to succeed.
The DLL and Tobias teams worked in close partnership to deliver on the initiatives, leveraging skills taught in the Learning Lab. A structured communication plan was set up to provide regular, tailored engagement to key stakeholder groups through showcases, reports, and visualisations.
We are already seeing the fruits of this sustainable transformation strategy
DLL people are putting their new skills to use in key roles across the program, delivering tangible value at speed. They are also acting as agents for change – furthering capability uplift and enhancing digital and CX maturity, and helping their colleagues prepare for a truly customer-centred future.
