Project Description:
The main objective was to improve interdepartmental collaboration, increase employee satisfaction, and foster an atmosphere of mutual support.

To achieve this, the company conducted research among employees and managers, identified key issues, and improved interaction processes and corporate culture.

A crucial step was building a shared understanding of service-orientation as a core corporate value. Service standards were introduced, and training programs and sessions were held for all employees, including leadership. Special attention was given to showcasing real-life examples of service-oriented behaviour in both customer and internal interactions.

Events were also organised to reinforce a culture of support: team-building activities, a peer recognition and gratitude system, and — as part of Service Orientation Month — competitions and leadership visits to retail locations to enhance service quality.

Results:
- Conflicts decreased by 30%, task execution speed increased by 25%, and the employee loyalty index (eNPS) rose from +35 to +68
- Process optimisation reduced contract approval time from 8 to 4 days
- Greater service orientation led to a 15% overachievement of the 2024 business plan
- Customer complaints dropped by 50%, and employee turnover decreased to 8%
- The project quickly paid off

“Service-Oriented Interaction 2.0” delivered significant improvements and can serve as a model of successful corporate transformation for other organisations.