These mission teams have a mandate to develop or improve services as they see fit, as long as it supports VGZ’s mission of ‘safeguarding sensible health care’. The ‘Service and Proposition Developer’ (or SPD’er) has a special role in these mission teams. They are the prospective owners of the application of Service Design within the organization.
An example, you ask? There’s a cluster for ‘customer payments’, and within that cluster, there is a mission team for ‘helping serious defaulters back on track’. In some of our projects, we closely collaborated with this team and especially its SPD’er. If you’re reading this: Hi Wendy!
However, as we see in our CX maturity model, the organizational structure is just one of the pillars of customer-centric service innovation. VGZ needed to overcome the barriers of actually operationalizing the new organizational structure and integrated way of working. As we see often in such transformations, employees demanded proof of the value of Service Design. Also, even when there is support, there is still a skill gap for the people in their new roles.
That’s when Koos entered the picture! Together, we developed a programme to create support and boost skills. We started with small but concrete projects, and gradually got more teams involved with the new way of working.