Context

I worked with Ford and VMLY&R on a four week customer experience sprint focused on understanding and improving service experiences across multiple markets.

The situation

Customer experience issues were initially framed as surface level problems.

However, it quickly became clear that these issues were rooted in the service handover between teams across a complex, global organisational ecosystem.

Breakdowns between functions and roles were creating friction internally, which was then being felt directly by customers.

There was also a broader sense of frustration within teams, with limited visibility or control over how the end to end experience was delivered.

The work

I led the development of current state service blueprints across three markets: Australia, Thailand, and South Africa.

This involved working closely with Ford teams and dealership representatives through workshops and information gathering sessions to map how services were actually delivered in practice.

The blueprints made visible how interactions, systems, and responsibilities connected across the organisation, highlighting where handovers were failing and where customer experience was being impacted.

What changed

The work uncovered a significant number of systemic issues that had not previously been fully visible or understood.

By reflecting this back to the organisation in a structured and tangible way, it enabled a more realistic understanding of the challenges involved in improving customer experience.

It also provided a foundation for defining a future state and identifying the scale of change required to move towards a more coherent and effective service ecosystem.

What this demonstrates

The ability to diagnose complex service ecosystems, making underlying organisational issues visible and connecting them directly to customer experience.