The digital landscape looks drastically different than it did even five years ago, and not every company is up for the challenges that come with being a customer-focused organization. T-Mobile’s bet on the customer experience paid off; in those five years the company’s total customer base has increased by 36% to 86 million customers. For T-Mobile, delivering exactly what those customers expect — and exceeding their expectations — required significant effort.
“It’s a very complex ecosystem,” says DeLuca. “We are customer experience obsessed and that means we have to be extremely nimble in everything that we do. Our teams have to be equally agile. Information needs to be in their hands as fast as you can possibly get it to them.”
T-Mobile wanted to bring that same passion and energy to the way they managed work. However, with aggressive growth came changing priorities and an exponentially larger volume of work. T-Mobile quickly realized its current workflows and processes would not scale to meet business demands.
“We were working in silos. There were a ton of meetings and duplications of effort,” says Integrated Marketing Program Manager Dana Hawkins. “There was no cohesive way to communicate or keep up with our projects.”
“We put our tentacles in everything — but if you’re moving in a million different directions, you don’t always have a clear path forward,” says Yeremova.
Ultimately, the need for visibility and more efficient processes resulted in more than just lost nights, and as a company that prides itself on being voted a best place to work, it was time for a change.