I joined oOh! as Chief Customer Officer at the beginning of the acquisition period, which gave me a unique view on the integration of the two businesses, and my primary task was to continue to drive our transformation to a customer centric organisation through this busy time.
There are many takeaways from this period, but I’ve expanded upon the three core elements that have been on my mind during this time of reflection.
The transformation of oOh! and our customer leadership team has been eye-opening
We provide a total Out of Home product offering for our customers and our customers’ customers. To be the best at what we do it is essential we provide a complete end-to-end solution, that includes insights, innovation, marketing, sales and delivery.
That’s why we have created a single customer team to ensure they are no breakpoints at the customer layer, and that the team works together as one team. Appreciating each other’s roles and solving issues (potential or real) as a team. This will ensure we are able to add greater value to our offering and potentially create a point of difference from our competitors.
It took us a while to get there, but taking that extra time has allowed us to create a team of experts that will help our customers to recognise their branding dreams.
Key learnings for managing teams through transitions
Times of transition can be tumultuous, but they don’t need to be. In my 25+ years in business, I’ve learnt a few things about how to make changes to business as smooth as possible for our biggest asset – our people.
- Clearly articulate the ‘why’ and the process that we want to follow. Then seek employee input and guidance, at the same time listening for potential roadblocks or obstacles
- Over-communicate on the changes that teams and individuals are about to experience, and where possible make face-to-face communication a priority
- ‘Sweat the small stuff’. Be attentive to people’s needs and feedback, irrespective of the perceived size – whether it be physical (e.g. where do I sit) or business orientated (e.g. what is my patch or who are my new team members). Continue to celebrate the change and positive impact, including the resilience of employees.
Minimal disruption and maximum NPS scores were our goal
Our focus has solidly been on putting the customer at the centre of everything we do, and how we service our accounts was (and is) the priority. Back of house impacts needed to be managed to ensure that none of them bubbled into any customer interactions.
This required a clear understanding and narrative for our frontline employees on how to respond to questions about the transition that would inevitably come.
Our goal was to continue with ‘business as usual’ so that we could continue to provide best-in-class service. Pleasingly, we were able to maintain the historical oOh! NPS (net promoter score), but also increase the new company NPS while we were transitioning.
We’ve had a great year and we look forward to seeing what the next 12 months bring.
David Scribner is a busy human. As well as being oOh!’s Chief Customer Officer, he is Ad Standards’ Chairman of the Board, a Business Mentor for The Marketing Academy and a Student Mentor at the University of Sydney. He’s also a massive sports fan – the Dragons, EastsDRUFC, Waratahs and Paddington Cricket Club being his teams of choice.