Addressing CX Gaps Across the Customer Journey

A leading global company in the healthcare sector identified inconsistent customer experiences across regions, functions, and touchpoints. While internal teams were committed to customer-centricity, the end-to-end experience—from initial engagement to post-sales support—suffered from fragmentation. As customer expectations grew and competitive pressure increased, senior management launched a global CX initiative to better understand and improve the customer journey.

Mapping the Journey and Uncovering Pain Points

Structured journey mapping and cross-functional collaboration enabled the organization to visualize the customer experience across the lead-to-order-to-cash process. Critical friction points were identified—ranging from delays in order fulfillment to a lack of proactive communication during onboarding. Co-creation workshops aligned stakeholders on key issues and root causes, creating shared ownership and momentum for change.

Rolling Out Targeted CX Interventions

To turn strategy into action, a set of focused CX initiatives were launched. A customer satisfaction measurement framework was developed to track experience across key journey moments. A global training program was introduced to reinforce CX best practices across commercial and service teams. A new governance model was also implemented to clarify roles, responsibilities, and escalation paths—enabling faster, more coordinated responses to customer needs.

Building CX as an Organizational Capability

The initiative established a foundation for long-term CX leadership. By embedding new routines, performance metrics, and a shared experience language, the organization began shifting from reactive service delivery to proactive experience management. Results included improved customer satisfaction, stronger functional alignment, and a more consistent, high-quality experience across markets.