A globe illustrating the interrelation between places

Building UX capabilities from the ground up at a global logistics company

Helping a multi-national company deepen its capabilities in UX. We promoted a better understanding of modern design practices by showing their commercial impact across the organisation.

The challenge
  • Building customer trust and encouraging the use of a wider range of services.
  • Moving from tactical research projects focused on fixing immediate user experience issues to addressing problems more holistically at an organisational level.
  • Promoting UX wins and commercial success stories to gain further buy-in and investment from business stakeholders.
Our approach
  • Several years of working across multiple markets and service lines – starting tactically enabled us to make quick CX wins.
  • Over time we formed a more holistic understanding and mapping of the customer experience.
  • This helped us to redefine strategic investment and initiatives organisation wide.

A billion-dollar blue chip who are a key player in global trade.

Project type

UX Strategy, UX Capabilities

Offering design recommendations and establishing a strategic vision

At first, we worked on a number of research projects across the organisation. This presented us with a lot of detailed but disconnected findings.

These included problems with moving to paperless transactional receipts, as paper provides reassurance and serves as legally supporting documentation in this industry. Or, the difficulty some vendors faced when trying to ship heavy cargo fast to meet their client’s deadlines and expectations on the other side of the globe.

This resulted in more ambitious research which mapped and explored the wider CX our client was delivering. Over the course of this research, we worked collaboratively with client teams across three global markets and a number of subsidiary locations. Our team worked alongside our client to upskill their own in-house marketing and research team.

Research stats



Hours of depth interviews

Mapping end to end customer experience

We mapped out the end to end process of a customer across all organisational touchpoints onto a strategic roadmap. This helped us to map gapsin our knowledge of the experience when it came to addressing customer pain points, as well as identifying opportunities for improvement and metrics to measure success. 

By establishing an experience strategy framework, we took a systematic approach to tackling problems across a number of core customer journeys. Ultimately, we helped our client recognise that they needed to understand and serve their customers better.

A graphical visualisation of how to move through a strategic challenge

Defining core metrics for success

Our strategic approach focused on promoting alignment organisation wide through assessing all customer experience projects against three-core success metrics. These were, trust, transparency, and accuracy– which are all mutually enforcing and derived from our formative research findings. Customers lacked trust, due to emissions in transparency around delays which affected their overall ability to deliver to their own clients accurately.

We presented our work to senior management and focused on outlining our systematic approach to identifying and solving customer problems through design.We recommended that any future CX projects be assessed against the three-core metrics we defined.

Three illustrations highlighting, trust, transparency and accuracy

Belief in our vision for future customer experience

Our work promoted confidence in UX methods and a long-term design strategy organisation wide. It established a more unified way of working and a future-proofed way to measure the impact that design changes had on resolving customer pain points.

  • Activities

    Qualitative research, depth interviews, CX workshop, strategic road mapping, design strategy, measurements frameworks.

  • Delivery

    Multiple engagements over a two-year period.

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