Intensive workshop · Transformation
Every department did its part
Sales delivered, production delivered, billing delivered, and the client still walked away with a bad experience.
- Duration
- 3 hours 30 min
- Delivery
- On site · Virtual
- Participants
- From 8 to 25 participants
- Investment
- Request a proposal
Investment depends on scope, number of participants and delivery mode. We prepare a proposal at no obligation.
The problem it solves
Each department reviews its own stretch and finds it in good order. Sales closed the deal, production delivered inside the agreed window, billing issued the right document on the right day, and service answered every message it received. The client, who does not live in stretches, remembers something else.
They remember explaining their situation three times, because each department asked again for what they had already answered. They remember a date promised during the sale that operations never saw. They remember an invoice that said something different from the proposal, and a call to complain in which the person who picked up knew nothing about the matter and had nobody to pass it to. None of that shows up in anyone's numbers, because all of it happens between two departments rather than inside one.
The effect is twofold and quiet. Outwardly, the client leaves without ever filing a complaint and the loss gets explained afterwards as price, or as the market. Inwardly, since no department failed, there is nothing to correct: each one defends its part with accurate data, the meeting ends with no owner for the problem, and the same journey runs again with the next client.
What it covers
The first block puts one real and recent client's journey up on the wall, not a typical client's. In a group exercise participants reconstruct every step from the first question that client asked to well past delivery, including what happened while they were waiting and did not know what was going on. Two separate layers then get marked on that journey: the moments the client remembers, and the moments the company treats as important. They rarely coincide.
The second part concentrates on handoffs, which is where the problem lives. What each department needs from the one before it in order to work without going back to the client, what information actually travels today, in what form, and with how much loss. A simulation covers the handoff conversation between the person who sold and the person who has to deliver, including the part where a promise surfaces that nobody was consulted about.
The third part takes on the distance between what gets promised and what the operation can carry, and adds to the experience the stretches rarely discussed as experience at all: the invoice, collections and after-sales support. Through a case discussion of one real recent complaint, the group traces it back to its origin, which is almost always several steps before the point where it finally surfaced.
The closing section assigns responsibility. Who answers for the whole journey alongside the people who answer for each stretch, what that person can decide alone, and where they escalate. The group then chooses a small number of experience measures observable inside the operation, with a review frequency and a named person who brings them to the table, avoiding the easy exit of adding another survey nobody will read.
What participants learn
- Analyze one real client's journey from first contact through to well after delivery.
- Identify the handoffs between departments where information drops or the client is asked again.
- Compare the moments a client remembers with the moments the company treats as important.
- Design responsibility for the whole journey alongside responsibility for each stretch.
- Define what gets measured about experience without adding another survey.
Agenda
- The full client journey, from first question to final complaint
- Handoffs between departments and where information drops
- Moments clients remember versus moments that matter only internally
- Promises made in the sale and what the operation can actually carry
- Billing, collections and support as part of the experience
- Complaints treated as information rather than as exceptions
- One owner for the journey alongside owners of each segment
- What gets measured about experience, and how often it is reviewed
What the organization leaves with
- A journey map for one real client, with handoffs marked and the points where information drops.
- A written list of the promises made during the sale and who confirms each one before it is given.
- A named owner for the whole journey, with what they can decide alone and where they escalate.
- A short set of experience measures, with a review frequency and the person who presents them.
Program details
- Format
- Intensive workshop
- Also available as
- Corporate training day · Workshop
- Languages
- Español · English
- Includes
- Participant workbook
- Action plan
- Post-training resources
- Facilitation
- ALUD Consulting LLC — Global Business Transformation.
Who it is for
- Leadership teams where every department delivers and clients still complain.
- Service and operations managers who share the same client.
- Owners of service businesses hearing the same complaint repeatedly.
Frequently asked questions
- Who needs to attend for the workshop to work?
- People from every department that touches the client: sales, operations or production, billing and service. If only the service department comes, the workshop will accurately diagnose handoffs that department has no authority to change, and the frustration afterwards is worse than not having run it.
- Do we need satisfaction survey results beforehand?
- No, and sometimes they get in the way. One real recent case with names and dates yields far more than an average score, because it lets the group reconstruct what happened step by step. If you have surveys, they are useful at the end for comparison rather than as a starting point.
- Does it apply to companies selling to other businesses?
- Yes, and there the journey is usually longer with more hands on it. In business-to-business work several people on the client side hold different experiences of the same supplier: the one who buys, the one who uses and the one who pays. The workshop follows those three lines separately.
- Is three and a half hours enough with a large group?
- It is enough for a working group, not for an audience. The value comes from reconstructing one journey and arguing about it across departments, which requires everyone to speak. With a large group the session becomes a presentation about customer experience, which is a different thing and does considerably less.
Request a corporate proposal
Tell us the context and we will prepare a corporate proposal for the workshop, talk or program you have in mind. This is not a purchase: it is a proposal, at no obligation.
Working this inside the organization
If this challenge will not be settled in one session, ALUD Consulting LLC works it as consulting: management consulting, human resources, strategy, organizational design, leadership development and business transformation.