Capabilities
Customer experience work fails when it stops at a nicely drawn journey map and a set of service principles nobody can act on. Experience is delivered by processes and systems, not by aspiration, so we design customer experience in a way that connects directly to the operational and system changes.
PEF Consulting Partners designs customer experience that an operation can afford to run, informed by customer operations delivery at E.ON Next during its Kraken transformation. Experience design that ignores cost to serve is a promise the operation cannot keep.
Mapping the customer journey as it actually is, and as it should be, with the explicit purpose of identifying what has to change operationally to close the gap, not as an end in itself.
Turning the desired experience into the specific process, system and organisational changes that would deliver it, so the map becomes a plan rather than a poster.
Being clear eyed about which experience improvements are worth the operational effort they require, and sequencing accordingly, because you cannot fix everything at once and some fixes cost more than they return.
The common failure is a beautifully produced experience vision that has no route to delivery. Everyone agrees the journey should be better, but nobody owns the process changes, system changes and trade offs required, so nothing changes. We keep the design tethered to delivery from the start, which is less glamorous and far more effective.
There is significant overlap. What we emphasise is the connection to operations and systems, so the experience is deliverable rather than aspirational.
We can do both, and we prefer to, because the value is in the delivery. See digital transformation and delivery excellence.
We bring senior people who have delivered exactly this at scale. Honest advice, and accountability for the outcome.