What clients have found useful — in their own words

The situation

Customers were abandoning the loan application at higher-than-expected rates, and internal teams were divided on whether the drop-off was driven by the digital interface or the human touchpoints that followed. There was no shared view of how the full experience was structured.

What we did

We ran eight customer interviews across different applicant profiles and observed three in-branch advisory sessions. The journey map we produced covered both the digital and human steps in the process, and identified three moments where customers lost confidence — two of which occurred before the digital interface was even involved.

What followed

The leadership workshop prioritised two adjustments: a clearer explanation of what would happen after submission, and a small change to how the in-branch advisor framed the next steps. The company piloted both within six weeks of the workshop. Duration: 5 weeks.

The situation

The patient discharge process had accumulated several informal workarounds that different departments had developed independently. Patient satisfaction scores for discharge were consistently lower than for other parts of the stay, but no one had mapped the full sequence of what needed to happen for a discharge to be completed smoothly.

What we did

We facilitated a two-day blueprint workshop with seven participants drawn from nursing, billing, pharmacy, and patient relations. The group mapped the discharge process end-to-end, surfacing five points where one department's process was creating delays or confusion for another. The workshop produced the blueprint and a reading of where the structural friction was concentrated.

What followed

The team prioritised two adjustments for piloting — a small process change in billing notification timing and a clarification of the pharmacy handoff step. Both were feasible without additional resource. Duration: 2 days facilitation, 1 week post-workshop output.

The situation

The firm sent a post-engagement survey to clients, and account managers would occasionally note client feedback in email threads. No one had reviewed whether these mechanisms were producing a useful picture of client sentiment. Leadership had a general sense that the feedback they were receiving was not representative of the full client base.

What we did

We reviewed the survey structure, response rates over the previous two years, and the informal email thread notes. We also had brief conversations with three account managers about what they were hearing that never made it into a formal channel. The written analysis described what the firm was and was not capturing, and why the survey was producing skewed responses from a specific client segment.

What followed

The draft programme we produced consolidated the formal and informal channels into a simpler structure that the firm could maintain without additional staff. The survey was revised based on the analysis. Duration: 2.5 weeks.