Enhancing customer experience with extraordinary care is a key part of Nationwide’s strategic pillars. It’s a great reminder that the customer is at the center of everything we do. A part of improving those experiences requires us to look within Nationwide. That’s because the associates’ experience is inextricably linked to the customers’ experience.

• When we’re connected, we can identify new opportunities to streamline operations, so customers have an effortless experience.
• When we’re connected, we can leverage technology that delivers personalized, human experiences.
• When we’re connected, we can design processes that are consistent across communication channel and line of business.

Despite its benefits, we’re not always connected. That’s not for lack of effort or interest, but technology. Today, it can be difficult to determine who’s working on what and how it could inspire a collaborative outcome. That’s because it’s an entirely manual process to identify partners and align efforts. Because of this, it can lead to some challenges.  

• Associates can’t quickly and efficiently see who’s working on what. Because of this, days are filled with creating PowerPoint updates and attending meetings to manually collect and report on this information.
• Associates aren’t always aware of work happening in the same area. When teams are unknowingly enhancing and updating the same customer experience it can result in a fracture. The interaction becomes disconnected where the customer experience steps don’t always sync up. When this occurs, customers might call in because the experience wasn’t effortless or reliable.
• Associates aren’t always aware when another team is working on the same thing. When teams are unknowingly working on the same efforts it duplicates work. This can slow improvements to the experience because we’re overlapping workstreams. And if objectives aren’t aligned, the duplicative efforts slow down to determine how to align them or push them apart. This also demonstrates that roles and responsibilities are unclear.
• Leaders can’t quickly assess what’s happening across the company. Average workdays are filled with meeting updates by LOB, department, or communication channel. This makes it equally more difficult if resourcing needs reallocated.
• Leaders can’t easily report on a body of work by customer type, journey, communication channel, line of business, status, and outcome. Without this, it requires significant effort to manually stitch together a story of what’s happening where. And even then, it’s missing a lot of information. 
• Proving the value of customer experience improvements is difficult.

Our collaborative culture supports developing relationships so we can align efforts and deliver great outcomes. These moments help us forge new working relationships, learn about other areas of Nationwide and develop holistic solutions that meet business objectives and customer needs. To support this, there’s a grand opportunity to further connect associates so we can deliver enhanced levels of extraordinary care.  

Imagine a future where we can learn more about the efforts happening across Nationwide. Consider what our workday might be like if we had a digital experience that provided options to filter results by line of business, customer type, journey, communication channel, status, project lead, description, experience principle, outcome, and location (where someone can find the solution). A special view could even allow leaders to review investments based on the same filters. It would be easier to link investment to outcomes we’ve achieved by customer type, journey and so on.  

What would you like to see within a dashboard like this? What other benefits could it provide?