Over the last three years, we've been changing the way we look after our customers in the UK. We've been creating a culture that puts the customer at the heart of everything we do, simplifying processes to ensure we're providing the best possible service. It's made a difference to our employees and our customers; employee engagement and customer satisfaction have both increased.
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[ARCHIVE] Systems thinking
1. Systems Thinking
at Aviva
What’s it all about?
Over the last three years, we’ve been
changing the way we look after our
customers. We’ve been creating a culture
that puts the customer at the heart of
everything we do, putting ourselves in
their shoes to ensure we’re providing the
best possible service. Much of this cultural
change has been led by the people who
know our customers best - those at the
front line of the organisation. We call it
‘‘Systems Thinking.’’
A cultural change
led by the people
who know our
customers best.
What have we
been doing?
Our customer service teams have been
looking at our interactions with our
customers and looking at what matters
to them most at these moments. We
mapped out our processes (sometimes just
using simple post-it note flowcharts stuck
on the meeting room wall) and identified
where we could remove complexity.
Systems Thinking is now working across a number of areas in the UK.
Although it was the customer facing We started in the pension’s area and since then we have rolled it out
teams who led the change, it has been to many customer areas including protection, bonds, annuities, health
a true ‘‘one Aviva’’ effort. Our risk, legal, and general insurance.
compliance and IT departments have all
been involved to ensure our approach And we’ve removed targets. We’re not driven by deadlines and call
revolves around customer needs rather volume targets anymore. The most important thing to us is that our
than internal processes. customers are satisfied by the service they receive and recommend
us to their friends and family.