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Beyond change

Improving customer outcomes for Capita to deliver responsible growth

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Capita had ambitious growth plans, but a legacy of fragmented technology, processes and teams were limiting its long term goals. Its opportunity lay in aligning all three to find opportunities, add more value to client experience and embed a culture of collaboration and data-led decision-making.

Capita is a global consulting, transformation and digital services business known for helping its clients strengthen relationships with their customers. It provides a range of services from delivering London congestion charging, managing pension funds and delivery of software services to schools, to supporting O2 with its customer management teams.

To do its job even more effectively, Capita wanted to introduce more collaborative processes and real-time information to better understand its customers’ needs.

Capita asked for PwC’s help in realising its vision. Together, we worked to promote a culture of openness and collaboration that prioritised caring about customer needs and how to best serve them. To do this, data was key. Not just valuing data and the insights it can provide, but understanding why it was essential to share those insights throughout the organisation, from sales offices to the board room. It also required the roll-out of a unified sales CRM and marketing automation system to support cultural and organisational changes and provide easy access to the information everyone at Capita needed.

Within 10 months, Capita had implemented a new CRM and marketing automation tool powered by Salesforce technology to 1,400 employees in eight groups. New processes and ways of working now support better, data-based decision making and customer insight. Cultural changes have encouraged high engagement with the new technology, leading to an increase in sales and marketing staff collaboration and more efficient and effective ways to serve customers.

Today, Capita’s leadership teams have real-time access to the sales information and analysis they need to run productive meetings and make the informed decisions that will take the organisation into a new era of growth.

The challenge: Promoting business-wide collaboration and customer focus

Upon arrival, the new Capita CEO saw efforts to grow responsibly held back by operational and technical complexity. As a global firm of 61,000 employees, it had a diverse technology estate that included 34 different CRM systems spread across seven divisions. This was compounded by an uneven culture resulting from multiple acquisitions, and featuring outdated processes and siloed departments.

Group-level reporting on sales data was inefficient and management struggled to create a ‘single version of the truth’ for customer sales and marketing efforts. At the same time, sales and marketing staff lacked the data they wanted to deeply understand customers and act on those insights. The teams had previously tried unsuccessfully with another partner to streamline and automate its sales and marketing functions.

While new technology was essential to achieve Capita’s growth ambitions, the real challenge lay in quickly promoting business-wide communication and collaboration to support a customer-centric approach to every decision made across the organisation.

The approach: Building trust by putting people first and engaging staff

The implementation involved Capita teams in India, South Africa, Poland, the UK and Ireland, and resembled a global change program more than a technology implementation. New ways of working were introduced to foster collaboration, encourage staff to value data-based decision-making and insights, and address organisational disconnects.

Capita staff – the people who would be using the new tools and processes – were put at the centre of the project. Using the BXT (Business Experience Technology) approach, we encouraged high levels of engagement, taking creative risks together and thinking differently. At the same time, this gave everyone a deeper understanding of the needs of business leaders and management in terms of reporting sales and marketing data.

The prototype for the new CRM and marketing automation was delivered in just six weeks, with the initial rollout, and five updates to 1,400 employees in eight groups, completed in just three and a half months. Meeting these initial milestones helped build and boost group morale.

Throughout this process, it was essential to foster a collaborative relationship with Capita, encouraging a ‘single team’ approach and including social time to build team spirit and help maintain a fast pace of work, innovation and agility. Activities included creating and planning events for sales and marketing staff to build awareness and anticipation of the forthcoming changes. Kick-off events and regular show-and-tell update sessions, as well as escape room-style video games and game show challenges, helped elicit feedback and engage staff.

The impact: Making better decisions and driving growth

Driving change and realising responsible growth starts and ends with the people in the organisation. Each individual at Capita who would be using the new tools and processes was consulted throughout development, to give each one a way to better perform their work, thus increasing their job performance and satisfaction.

In May 2020, just 10 months after coming on board, Capita staff were engaging in new processes and ways of working. Multiple divisions were using a single CRM system, compared to 34 different systems previously. Sales and marketing functions were operating as a single, joined-up team and taking advantage of the opportunities provided by having access to a real-time, business-wide view of sales leads and customer interactions. Sales employees now have the data they need to cross-sell Capita services to new and existing clients, with 30% more opportunities created per month in one division.

The cultural shift to valuing data insights resulted in high uptake and engagement with the new technology: the CRM system is now used by 70% of staff, up from 42% previously. And the quality of data-driven insights has improved, with 56% of logged opportunities generating follow-up action, compared to 36% previously.

Pipeline reports that used to take weeks to receive - and were often out of date by the time they had been reviewed - are no longer. Thanks to the new Salesforce CRM system that relies on real-time data, Capita’s leaders now have direct access to the information they need to make better decisions for the good of the entire business. And they know that their organisation now operates with a culture that values the collaboration and insights that will ensure these changes endure for the long term.

Capita’s transformation has helped it become more efficient, increase its collaborative culture and created a higher return on sales and marketing investment, putting it in a stronger position to reach its strategic objectives for growth.

Contact us

David Allen

David Allen

Partner - Customer Led Transformation, PwC United Kingdom

Tel: +44 (0)7843 334629

Contact us

David Allen

David Allen

Partner - Customer Led Transformation, PwC United Kingdom

Tel: +44 (0)7843 334629

Gabrielle Lee

Gabrielle Lee

Salesforce Alliance Director, PwC United Kingdom

Tel: +44 (0)7715 033739

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