Strategic Roadmap for TELUS value chain

From 2022 to 2024, I enabled TELUS stakeholders to bring their B2B2C services to the next level — combining 26 systems and 11 business units into one seamless customer experience.

In accordance with my non-disclosure agreement, I have omitted confidential information in this case story. The information in this case study is my own and does not reflect the views of this company.

My Role

This service design engagement delivered a framework to assess and identify opportunities to streamline Multi-Suite (MS) services.

• Customer Objective: Consolidate the MS end-to-end experience to help customers quickly access Intello Wi-Fi, TELUS Internet and Guest TV services.
• Business Objective: Gain alignment across strategic and implementation stakeholders by reducing internal pain points and increasing efficiencies.

The Challenge

Creating a Consistent Customer Experience

When TELUS acquired Intello Technologies, a company with a strong foothold in providing Wi-Fi to multi-dwelling suite buildings, they needed help simplifying their lines of business. POWER SHIFTER was engaged as a change and systems management expert to simplify internal communication silos, reduce wait times between lines of business, and create one unified Center of Excellence.

To better understand how various teams and departments could streamline processes to provide smoother service, TELUS first needed to fully understand the current state of the nation. To accomplish this, we spent six months assessing how TELUS Multi-Suite integrates 26 different tools and systems across 11 different business units.

The Solution

A Better Flow of Information and Processes

To understand the current state of Multi-Suite, we held interviews with various stakeholders across TELUS Business, from C-Suite and product managers to frontline staff such as Installers.

To deepen our knowledge, we organized a 5-city, 2-day Co-Design Workshop involving 50+ stakeholders and Power Shifter leaders across Vancouver, Calgary, Toronto, Montreal, and Edmonton. We brought collaboration tools into the TELUS advanced audiovisual boardrooms to gather input from stakeholders from across the value chain.

On day one, we aligned on pains & gains and points of friction. On day two, we took it a step further, finding future-forward solutions so that TELUS could continue providing world-class service to hotels and beyond.

Through this research, we also created personas that would help all team members better understand internal roles across TELUS Multi-Suite's workflow.

Developing Roadmap Priorities

It was crucial to gain alignment across strategic and implementation stakeholders within TELUS and Intello in order to deliver a frictionless experience to end customers. These high-value customers expect a differentiated customer experience, from setup to support. The core solution set would incorporate Intello Wi-Fi, TELUS Internet, and TELUS Guest TV services into an end-to-end value chain.

Overall Focus Areas:

1. Build capacity for in-person Site Surveys, Sales, and Support, so that teams can focus on the tasks they do best, reducing rework and wait times.
2. Facilitate better communication across teams and systems, so that customers get better visibility into project status information.
3. Initiate a new Centre of Excellence and cross-functional training, so that customers receive knowledgeable and consistent support from a single point of contact.
4. Build one, unified tool that enables B2B2C customers to self-serve, so that Support can quickly resolve customer issues, reducing frustration and escalations.

Designing Research Finding Recommendations

To help modify and improve key customer-facing pages on TELUS.com, to increase engagement, digital sales journeys, and cart completions at the initial phases of the customer journey, POWER SHIFTER also helped implement a 200-person online survey comparing TELUS and non-TELUS customers' attitudes. We then followed up with usability testing to further reinforce insights and findings, triangulating results with Google Analytics to compare leading and non-leading indicators.

The quantitative and qualitative results helped the TELUS teams jumpstart on Quick Wins recommended in our 2-year Roadmap.

The Outcome

Co-Designing One unified training centre

Our work helped reduce wait times between lines of business by optimizing internal workflows, ensuring information flowed more easily across the organization.

By establishing a Centre of Excellence across the country, TELUS was able to minimize back and forth between teams, increase training, and create one unified point of contact that connected specialized business units.

Our teams also helped implement some Quick Wins research through usability testing and online quantitative surveys to help facilitate implementation of the roadmap recommendations.