Building the receiving system for a national CX model.
Sector
National government
Scope
CX transformation across dozens of entities
Engagement
Lab & capacity building
Situation
01
A national executive office was rolling out a CX model across dozens of entities serving millions of residents. The model was strong. The receiving systems inside the entities were not built to hold it.
Shift
02
Stopped treating it as a rollout. Designed three interlocking systems that built the entities' own capacity to hold and grow the practice.
Flow
03
Entity teams progressed from receivers to practitioners. CX capacity became resident, not imported.
The line that travels
“Capability scales with the receiving system that holds it.”
What kept moving
- Three interlocking systems for entity-level adoption
- Resident CX capability in participating entities
- A shared method for reading readiness before rollout
Context
A national executive office was rolling out a customer-experience model across dozens of entities. The model was technically sound, but the entities lacked the cultural, operational, and governance substrate to hold it. We redesigned the engagement as three interlocking systems — each one building the receiving capacity the model needed to take root.
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