Urgency and goal
Several years ago, the Dutch Enterprise Agency (Rijksdienst voor Ondernemend Nederland, RVO) introduced the “Customer Insight” team. The Customer Insight team was established to enhance the customer experience for RVO clients, primarily entrepreneurs. From 2021, the team adopted a matrix structure, comprising four multidisciplinary Agile Service Improvement Teams (SVTs) and five specific expertise teams (customer research, customer journey, data analysis, service design, and Kanban). Each employee is a member of both an SVT and an expertise team. During this transition to the SVT approach, many employees took on new roles with new responsibilities. This new way of working and the numerous personnel changes brought about significant changes in a short period.
The upcoming period is all about building, learning, and experimenting, ensuring that the new way of working works for the teams. While much emphasis was placed on work in the Service Improvement Teams, how do you ensure that the collaboration and knowledge sharing of the expertise teams also receive sufficient attention?
In July 2022, RVO expressed the need to transform the team of eight data analysts into a cohesive and high-performing unit. We saw a good fit with Bliss freelancer Niels Blonk, an experienced manager with knowledge of the digital world who understands the essential factors for a well-functioning team.
Blokker partnered with Bliss to improve the customer experience for deliveries and returns of garden articles (and keep the customer service as a whole accesible and operational). To create lasting change through effective improvements and achieve results fast, Bliss organised a Design Sprint at Blokker. This Sprint was facilitated by Lize and Rogier, two experienced moderators, and functioned as a catalyst for creative initiatives and practical improvements to internal processes.
“Niels has the qualities to boost the quality of team service delivery and improve collaboration and job satisfaction through the structure he has established. He has ensured a clear and healthy focus on achieving our annual objectives. This definitely contributes to the impact of the Customer Insight team for both customers and RVO as an organization.”OLFRED NIJENBANNING, TEAM MANAGER CUSTOMER INSIGHT RVO
Approach and realisation“To continue innovating as a data team, in addition to quarterly initiatives, we organized a ‘Data Three Days.’ During these days, different departments from all corners of RVO (an organization with over 6,000 employees) came together to find innovative solutions to data-related issues within RVO. One concrete outcome was speeding up the analysis of call center conversation notes. Data specialists were reading approximately 20 hours of conversation notes per month. This could be automated using smart AI text mining tools. When I realized this, I worked with a few analysts to launch a new project. My role in this project mainly involved stakeholder management, finding the right approach to bring various experts in this field together, securing funding, and facilitating the associated sessions. My experience with cloud and data projects was invaluable here. I believe this can become a compelling business case that will save analysts a lot of time, costs, and frustration.”
- Introduced the OKR framework to the entire Customer Insight team
- Optimized the meeting structure
- Raised the level of knowledge within data analysis
- Standardized workflows through various templates
- Launched an AI text mining project
- Fostered a more positive and efficient collaborative team
“What I’m most proud of is that during the last retrospective, the team themselves acknowledged that they have become a much closer-knit team, have started working with clear objectives, and know how to support each other effectively.”NIELS BLONK