Telstra Super

Telstra Super was undergoing major organisational change across people, process and technology. The first phase focused on new CRM tools to support a new way of working, with Member Experience (MX) at the centre of the exploration.

To move beyond gathering CRM requirements and deeply understand the “forces and feelings” across the ecosystem — customers, partners and employees — to build a single source of truth and a culture of people-centric innovation.

A “fused” approach of co-design techniques rapidly delivered insight and buy-in, focused on the world of the subjects rather than static profiles:

• The Member — often finds super “boring” or “confusing,” wary of change, sometimes anxious about market losses, wanting simplicity and confidence.
• The Employee — faces conflicting priorities and no integration between systems; manual processes eat the time needed to be proactive with members.

• Disconnected systems — no single source of truth, no transparency across silos.
• Manual effort — scheduling and recording contact information is overly manual, with no automation.
• Communication gaps — frequent cold transfers force members to repeat themselves.
• Proactivity deficit — no trigger events mean members often don't hear from the fund after an interaction.

• H1 — Scheduling: an integrated, rule-based calendar reduces manual staff effort and gives members an easy booking experience.
• H2 — Member contact record / warm transfer: a Single Customer Record with automated capture enables seamless handovers so members never repeat themselves.
• H3 — Campaign effectiveness: linking behavioural data and touch-point metrics to one view lets campaign managers assess effectiveness and adapt in real time.

A seven-stage service journey: Build awareness → Develop prospect → Triage → Book appointment → Receive advice → Execute on advice → Strengthen relationship.

• Member view — integrated calendar for online booking, plus a history of past contact.
• Staff view — Single Customer Record, incoming “pop-up” events, and quick lists for recording call type and status.

Lean program wireframes and indicative layouts: filtered lists of available appointment times with check-off requirements for staff, pop-up member profiles on incoming calls, and a timeline-based history view of contact events.

Qualitative: immersive workshops, “Safari” observational research and empathy mapping to validate the member voice. Quantitative: staff surveys and trend analysis provided the statistical foundation for identified pain points.

• Segment conversion — measuring the lift in conversion rates from new segments and marketing lists (via the Campaign Effectiveness scenario).
• Engagement tracking — touch-point metrics showing how people respond to specific assets and media in real time.

Defined as a “collective ambition”:

• Member First — an experience that's easy, simple and confidence-building.
• Empowered Employees — capable staff with integrated tools that remove time-wasting manual tasks.
• “Know Me” — measured by the quality and anticipation in every interaction, so the member feels known.