Telstra

Written By Rhonda M

Telecommunications & Enterprise Services Provider (Australia)

 

The Challenge

 

Telstra sought to reposition its brand with a renewed focus on customer experience and service excellence.

Despite strong market presence, it faced increasing churn, rising service costs, and internal silos that made consistent experience delivery difficult. The challenge was to rebuild trust, simplify complexity, and embed customer-centric ways of working across the enterprise.

 

The Intervention

 

Our founder led the transformation of the customer strategy and operating model, a fundamental shift redefining how experience and culture drove business performance.

  • Strategy & Value: Defined the customer vision and strategy, aligning business units to shared outcomes. Designed a CX governance model linking customer metrics to financial performance, ensuring accountability from executive to frontline.

  • Operational Excellence: Redesigned critical service journeys, from onboarding to fault resolution, to remove friction, simplify processes, and improve speed-to-resolution. Introduced human-centred design principles across operational and retail teams to create more cohesive experiences end-to-end.

  • Customer Intelligence: Introduced a best-in-class customer measurement and insights framework across Transactional, Journey, and Strategic NPS, providing a complete view of experience performance.

    Embedded advanced driver trees to model the core pillars of experience, enabling the business to forecast NPS uplift through simulation analytics and scenario testing.

    Combined quantitative insight with trends data, market research, and customer perception intelligence to create a predictive understanding of customer needs, helping the organisation anticipate issues and prioritise high-impact investments.

  • People & Culture: Mobilised leadership and frontline teams around the customer vision through new capability programs and governance structures, introducing a shared CX language and framework across all employees. 

 

The Outcome

 

The transformation achieved proven improvements in customer, employee, and operational metrics, embedding customer metrics, governance, and behaviours into everyday operations and decision-making.

 

Key Results

 

  • +7 point Strategic NPS uplift (+5 to +12)

  • $10M cost savings in six months

  • $600M in cost avoidance through CX-led investment governance reform

  • CX capability uplift across 22,000 employees with a shared language and mindset

Rhonda M
Previous

Vodafone