The only truth Customer Experience by Andius Teijgeler

Quick introduction

Andius Teijgeler

• Director Customer Experience

• Retail Banking

• Principal bank for 21% of Dutch population

• ~5 million retail clients with investable assets up to €1M and 300K small business with annual turnover up to €1M

• Multi-channel distribution with ~240 branches, 5 advice & service centers and 24/7 internet and mobile banking

NO success without integration in strategy and management commitment

Our ambition: Our customers are our ambassadors

Our goals:

People and their behaviour Closed Loop Feedback

Organisation, process & technology

Sustainable financial results

Growth in profit and

market share

Best NPS of large banks

Two main drivers of customer experience we can influence:

Random model, not my mother

Which decision would you make?

My father & mother

Legend: CLF-pilots 2015First waveSecond waveThird wave

PILOT (2015) NATIONWIDE ROLL-OUT (2016) EXPANSION (2017)

• CLF tested year-long in 3 waves over 17 centers

• Evaluated NPS trend, feedback from pilot teams

• Rollout to ~400 centers in 5 waves• Focus on training and learning from

previous rollout waves

• Expand to remaining areas of Retail Banking – Operations and Small Businesses

CLF: Think, test and learn!

Projectleader

Responsible for the coordination of the CLF Programm, communication and sharing of knowledge

Roll out coordinator

Responsible for the coordination roll out per region and support Responsible for leading the CLF Coaches3 Regions: North, West and South

Quality Team

Monitoring the success per team and defines which teams need after care. Responsible for the consolidation of the knowledge. 4 Team members

CLF Coaches25 coaches

CLF Team

A CLF coach can support several teams at the same time. This depends on: • Maximum of 50 FTE• Travel distance between the teams• Level of team complexity

5 waves• A wave is 7 weeks• Each team is trained in the CLF method• Each wave we improve by learning from the previous

How did we do it?

1. The IT Tooling must be ready

2. The CLF team does not judge, it only supports

3. Select only excellent CLF Coaches

4. The After care support is necessary

5. Start in each district with at least one team during the first wave

Wave IIIWave I Wave II Wave IV

What did we learn?

Who do you believe: the CFO or the customer?

A bad profit is definedthrough the eyes of the

customer

Source: NPS Quarterly measurement / base retail customers

2014 2015 2016

Bonus discussion

Panama papers

Q3

-24-23

-11

Real Examples

ConsequencesImproving Communication

Prioritisation

Organization Restructuring to Support Agile Way of Working

BAD

Our current struggle is to speed up the outer loop

No success without management commitment and integration in strategy

Test Test Test

Changing people’s behaviour appeared to be moreeasy than the organisational processes

The truth of the customer is the ONLY truth

Key take aways: lessons learned from our NPS journey

NPSmindsetandinitiativesaregettingmorevisibletocustomers

Questions?