Mosaic Island helps UK utilities firm consolidate case management base
A major UK utility had a fragmented customer case management landscape, with customer activity spread across multiple systems, teams, processes and operational hand-offs. Experts from Mosaic Island worked to give the client a clearer and more practical foundation for the next stage of its customer case management programme.
A major UK utility had a fragmented customer case management landscape, with customer activity spread across multiple systems, teams, processes and operational hand-offs. Due to its size and complexity, it was hard for contact centre colleagues to understand case status, ownership and next actions without checking several places or interpreting disconnected notes. The impact was practical: longer call handling, repeat contact, inconsistent updates and avoidable customer frustration.
The issue was not just the absence of a single case management tool. The client also needed to consider customer journeys, process ownership, data quality, reporting, security, integration, SAP constraints, ServiceNow operating model implications and the sequencing of future delivery.
Changing this would be easier said than done, though. The UK-based firm had more than 2,500 employees, and annual revenues upwards of £750 million. With such scale and complexity, while the client had already identified a first phase focused on customer contact centre case types, including complaints, early collections, bereavement, vulnerability, affordability and high bill processes; it needed support for its wider intent.
Contacting experts from Mosaic Island for support, the client sought a clearer basis for moving from a complex problem space into a fundable and deliverable case management programme. From the consulting team’s perspective, it was immediately clear it was important to avoid treating case management as a simple platform selection.
A report on the firm’s website explained, “The client needed to understand the practical implications of introducing ServiceNow Customer Service Management, integrating with SAP, creating a customer case data model, protecting existing systems of record, and shaping a phased delivery route.”
Getting to work
Mosaic Island’s role was to provide architecture and business analysis support across two linked phases: an Architecture Impact Assessment, followed by high-level requirements, costings and planning / sequencing considerations to support the funding submission and shape the subsequent project phase.
To implement this, the firm first reviewed the current case management landscape, existing architecture material and emerging business requirements to build a clearer view of the case management challenge. The work considered both the business and technology implications. This included current pain points, candidate phase one case types, likely process impacts, data requirements, integration options, system boundaries, risks, assumptions and dependencies.
The consultants recalled, “We helped shape the architecture recommendations needed for the first release. These included using ServiceNow CSM Pro on a new instance for customer case management, retaining the existing SAP CRM for phase one rather than attempting major change, using middleware between the CRM system and ServiceNow, trialling cloud-based integration services, creating an initial customer case canonical data model, and integrating case management data with the enterprise data platform for broader reporting and analytics.”
At the same time, the firm helped make the delivery risks more visible. These included the risk of doing tactical work that would be hard to build on, CRM upgrade constraints, limited current process definition, ServiceNow operating model maturity, third-party owned telephony dependencies, and the need to avoid uncontrolled scope expansion into wider work management.
They added, “The output was not intended to be a detailed implementation design. It was closer to a practical mobilisation and funding input: what is in scope, what is not yet in scope, what decisions need to be made, and what needs to be understood before committing to delivery.”
Outcome
According to the experts, the work gave the client “a clearer and more practical foundation for the next stage of its customer case management programme”. This included a clarified likely shape of the MVP, the main architecture choices, the integration approach, the role of ServiceNow and the CRM system, the importance of a customer case data model, and the sequencing constraints that needed to be managed.
It also helped separate short-term delivery from longer-term ambition. The client could see where phase one could add value for the contact centre, while still laying foundations for later integration with customer channels, reporting, work management and broader customer journey improvement.
The experts concluded, “The main outcome was a stronger basis for funding, mobilisation and governance. Rather than moving straight from fragmented processes into delivery, the client had a clearer view of the scope, dependencies, risks and decisions that needed to be controlled.”
