RE-WIN THE CUSTOMER TRUST AND OPTIMIZE THE DELIVERY

Customer type: A global fintech on the Fortune 500 list that offers a range of financial products & services to the leading bank of the Nordics.

Challenge: A software vendor had delivery issues with one of her biggest clients and contract extensions were under pressure, as trust in the vendor’s delivery capability was decreasing. Additionally, the delivery team was located on various remote and on site locations, each with its own culture.

Approach:

• The program manager went on site on a weekly basis to observe and feel/experience the situation at the vendors’ client
• Additionally, he went on a regular basis to the remote location the vendor and the customer were working from
• He identified quick wins and created an approach to make that vendor’s delivery team more customer centric. He also discussed with vendor’s customer that change was needed and change takes time and most likely would first result in a drop of velocity and only after some time velocity would increase.
• All steps were executed in close cooperation between vendor and vendor’s customer and support from board level of vendor and vendor’s customer.

Result:

• The vendors’ on site support team was discontinued, resulting in a 1 million euro/year saving for vendors’ customer.
• At the start of the project, there was a team of 70 FTEs working for vendors’ customer. By the end of the project, that team was reduced to 35 FTEs delivering the same amount of work
• This was only possible by creating an open and transparent environment in which all parties were learning from each other and respecting each others’ challengers. Taking ownership and commitment by all stakeholders increased by this approach, resulting in a much smaller required team and better quality output.