Growth Needs Assessment
In the past, customer experience in the rail industry has been measured through customer satisfaction surveys that report a level of satisfaction at an operator and route level that indicates how well services are being delivered. However, this output measure alone doesn’t provide any indication of why a particular level of service is being delivered so the root causes of poor levels of performance are hard to determine.
As part of our work with the GBRTT Customer Team, we were invited to take part in discussions with key industry stakeholders, (DfT, Network Rail, Rail Delivery Group, Train Owning Groups and Train Operating Companies) about the merits of developing a Customer Experience Maturity Model, (CXMM) to assess organisational capability to deliver good customer outcomes. These discussions resulted in an agreement to develop a CXMM pilot for the rail industry to provide a consistent measure of maturity and a tool for CX maturity assessment that could be used to benchmark performance. Journey4 were subsequently asked to develop this pilot and determine how it could best be implemented.
Once we had gained approval for the pilot from the different stakeholders, we created a draft specification for the maturity model and set out a process for how it could be developed and piloted. We then wrote to the Managing Directors of all the Train Operating Companies, (TOC’s) and Network Rail, (NR) Regions to make them aware of the proposed pilot, to gain their buy-in and to seek their involvement. We set the pilot up to operate over combined TOC and NR areas such that we could assess the maturity of the whole organisation involved in delivering the service, (i.e. track and train, rather than just focusing on the TOC’s).
We then established a Working Group to bring the parties together who expressed an interest in taking part in the pilot and a Steering Group to bring key industry stakeholders together to oversee the process, all with the oversight of the GBRTT governance process.
The key to the success of this pilot process was working ‘with’ the pilot participants, rather than doing it ‘to’ them, to ensure they were fully engaged in the development process and had some ownership of it. We facilitated the Working and Steering Group sessions, working hard to ensure that all parties had their chance to inputs and their ideas and concerns addressed.
Once the decision had been made to use an established model, rather than developing a new tool, we worked with the Working Group to finalise the draft specification and issue it to potential model providers. Having received and assessed supplier proposals, a preferred supplier was chosen following a process of interviews and feedback from client referees.
Impact of our work
The pilot planning was completed within six months, a timescale most parties thought was ambitious at the outset. We agreed the model purpose and specification, defined six pilot areas across the industry to pilot the model, secured a preferred provider and set out the measures of success for the pilot, the leaving the GBRTT Customer Team ready to implement the pilot.