Shifting to a service mindset
Supporting a leading global travel technology provider to prioritise efforts to adopt a human centred approach to service provision
CLIENT: Amadeus
Amadeus is one of the world’s leading travel technology companies, providing a wide range of industry-focused service solutions. Working with the airlines division, we were tasked to bring a service mindset to the team that delivers a suite of products which help airlines deliver a seamless traveller experience from managing ticket bookings to aircraft load balancing.
Supporting customers across the globe, Amadeus is faced with an increasingly complex service landscape and new customer expectations customers that come with changing needs. Growing airline expectations for service levels and those of their customers (passengers) increased the cost-to-serve, while service experiences were not keeping pace across the industry.
To deliver to these changing needs, Amadeus’s service leadership team recognised the need to lift the sophistication of their service design and management.
Setting foundations for change
through service delivery
Supporting Amadeus to deliver against these changing needs, STCK was engaged to help drive sophistication of both its service model and management through a range of initiatives over the course of a year, including:
Driving understanding the end-to-end incident management experience
Training to key staff across Amadeus group
Service management (ITIL4) sophistication uplift
Empathy and human-centred sophistication uplift
Oversight and direction across key initiatives (e.g. Amadeus Expert Community, an online forum for engaging key service enablement parties within clients)
Event design for customer engagement events hosted in Germany and France
Service strategy and roadmap
What we did that is
relevant here
Working with Amadeus Global Customer Care and Customer Experience teams, the STCK team delivered tangible outcomes:
Setting a new service vision and strategy for customer care
Identifying ways to achieve short term return on investment of efforts
Identifying and prioritising efforts to realise the service strategy
Conducting research with and engaging geographically-dispersed stakeholders
Understanding the value of the putting people first, the team engaged stakeholders and customers from a variety of airlines from across the globe, supporting a team based largely out of Nice, France. Building understanding effectively meant using a range of tools including Zoom, Miro and Trello, and enabling the normalisation of tool etiquette given cultural diversity of those engaged.
Mapping and visualising the service experience
Bringing to life the end-to-end service experience, the team also ran on-site workshops to bring the service experience to life and test this with co-located internal stakeholders of Amadeus. This effort led to strong contextual understanding, unearthed important causal relationships and highlighted the need for ongoing open and collaborative working across Amadeus. Most importantly, this unearthed disconnection between departments that limited incident resolution effectiveness, enabling the team to tackle a problem not previously understood.
Prioritising efforts to realise the service strategy
Delivering to the Amadeus service vision, a range of initiatives were identified through ideation with stakeholders and prioritised for delivery against strategic horizons. This allowed Amadeus to build capabilities and invest iteratively to improve the service experience for customers and ensure these efforts were consistent with broader organisational priorities and commitments.