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dmi:Design Value Award Winner - Pitney Bowes
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dmi:Design Value Award Winner




Pitney Bowes Client & User Experience, Innovation, Engineering, HR, Communications, Data, Analytics & Reporting, Voice of Client, BU’s, PM, Geographies

CX Center of Excellence Client-Centered Innovation Program


The Pitney Bowes CX Center of Excellence Client-Centered Innovation Program was an initiative to change the company’s organizational culture from “client aware” to “client obsessed” by engaging all functions, democratizing Design Thinking, and creating client focus across the company. The degree of challenge was high, the initiative required buy-in from executive leadership, grassroots, and every level in between. All Pitney Bowes employees were asked to change the way they do their work, form new habits, and overcome inertia. People were expected to collaborate in brand new ways, especially across functions and silos, to create previously unseen client outcomes. 

The plan was to create a CX Center of Excellence (CoE) with cross-functional membership, with 3-year roadmap and vision and executive sponsorship. Interim milestones were created for achieving the vision. Executive updates and reporting on progress on a regular cadence provided accountability. The CoE was structured to include both functional and business participants. Change management programs drove culture change at scale. Functional CX CoE members drove company-wide initiatives that supported all parts of the business, while Business Unit CX CoE members leveraged the results of those initiatives to drive change in specific parts of the business. 

Early adoption of Design Thinking, as applied to through journey mapping, gave Pitney Bowes the quick successes needed to lay the groundwork for broader culture change. As the program expanded and produced trained practitioners, the foundational methods became woven into the way the organization worked and collaborated. Participants in the program were energized and have exceeded all expectations in terms of becoming agents of change for Design Thinking and CX. 

A strong Client-Centered Innovation Program trained cross-functional teams across the company in concrete Design Thinking methods that could be applied to their daily work, enabling them to work faster, more collaboratively, and with better client outcomes. Through change management processes such as coaching sessions, practice assignments, communities of practice, internal media, and more, graduates of the program remained engaged and served as vocal advocates for the program, which generated even greater momentum. 

Limited resources were leveraged for optimal impact. A core group of 4 team members were dedicated to the CX program, while the majority made significant contributions in addition to other roles they performed. The lean structure increased the impact at scale and also increased the CX CoE’s visibility into many parts of the organization.

The practice of Design Thinking spread organically. Sometimes with just one or two certified design thinking practitioners among them, teams who adopt the methods were - solving the right problems - smashing silos and collaborating cross-functionally - considering a broader range of ideas and concepts - engaging in valuable and insightful client conversations - reducing friction and gaining greater team alignment - and increasing their focus on successive iteration and learning. 

The business saw value too - less waste in time and investment - smoother project handoffs, smarter internal process improvements - less incrementalism, more innovation - getting better and more insightful client input - faster development times, less churn - lowered risk of big failure, increase chance of getting it right. The value delivered as a result of the initiative was measurable. 


  • Employees and team leaders who’ve trained in Design Thinking and applied its methods to specific products have achieved measurable results.
  • Innovation of new products supported by Design Thinking practices grew revenue 15% from 5% to 20% in 2012
  • Teams that employed customer journey mapping to diagnose and improve specific aspects of the client experience for several high-value products and services saw results.
  • The product team for the flagship Sending Technology Solutions product, the SendPro C-Series, saw cancellation rates go down and client spend go up by 21% in Q1 2019 alone
  • Sending Technology Solutions also saw an increase in adoption rates for trackable label printing, a key revenue-generating feature
  • The Sending Technology Solutions call center reduced client manager involvement and support call volume by improving self-service options. Back office case volume decreased by 65%
  • Overall revenue saw 2 years of consecutive growth
  • NPS scores went up year over year across all business units

The  CX Center of Excellence Client-Centered Innovation Program project is an ideal case for the benefits of a Design Thinking approach as part of organizational transformation.


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