nodal.

When approached by a growing organisation whose leadership knew they needed to "be more customer-focused" but weren't sure what that meant practically, we started with simple conversations across the business. Rather than assuming what needed fixing, we engaged with business owners from different departments to understand their daily challenges and customer interactions.

Through these discussions, we discovered that teams were making customer-related decisions in isolation, often with good intentions but conflicting approaches. What looked like a training or process problem was actually about creating shared understanding across the organisation.

We co-created future pathways that connected each team's work to customer outcomes while ensuring alignment with ongoing projects and timelines. This resulted in organisation-wide guiding principles that teams could apply to their specific contexts, rather than a rigid framework imposed from above.

The breakthrough wasn't in the final strategy document. It was in the collaborative process that helped people understand their role in customer experience and gave them practical ways to make better decisions every day.