ING
Making inheritance management more humane
From a difficult and impersonal process to a human, proactive and simple approach. With a dedicated expert, empathetic communication, and evolving from a task- to a case oriented approach: customers finally feel understood and supported. The result: record satisfaction levels and spontaneous expressions of gratitude from customers, even in difficult times.
The challenge
Like most banks, ING's inheritance process was based on legal obligations and was seen as an administrative burden. The challenge was to transform a cold and administrative process into personalised and simplified guidance from an expert. To create trust. And to use that as a lever for growth.
A far from memorable experience
We had a great opportunity to make a difference. At best, customers had a neutral perception, with a CSAT of 3/5. ING was seen as a bank like any other, but slower. Although the reported KPIs – focused on compliance with response times – looked good, that was precisely what customers complained about most.
A black box and frustrated customers
Customers did not know who was handling their succession, nor when they could expect a response. Reminders from customers increased the workload. The messages were long, technical and impersonal. Attempts at empathy fell flat. The task-oriented process led to asynchronous communication. Customers were confused and concerned.
"Onestone brought a sharp external perspective. A no-filter reality check."
Thomas Lecok, Director
Head of Client Services and Operations Investments
"For years, the inheritance team worked primarily on the basis of customer requests. What we aim for now, is to really take the customer by the hand during a difficult period."
Lara Gaspar
Head of Site Brussels Client Services Retail
Our approach
A Motivating Process, Driven by a Diverse Team
Over four intensive days, a bootcamp brought together 14 people from the Inheritance, IT and Network teams, along with senior managers. Their presence underlined the strategic importance of this transformation for ING. Management made it clear: the power of the bootcamp came from uniting all stakeholders in focused, in-depth discussions, leading to a fully supported outcome.
Together, we defined three core principles: offering peace of mind through a dedicated expert, simplifying the succession with a proactive approach, and guiding heirs in their financial decisions.These principles clashed with the current process. The team had to rethink everything. Fuelled by the belief that these principles would significantly improve the customer experience, they challenged existing habits and turned bold ambitions into a practical, effective workflow, while creating a lasting impression for customers.
Implementing Without Compromising the Principles
Next came the start-up phase: seven sprints, with a part of the Inheritance team. Onestone supported the team by tackling obstacles and providing tactics to shape the desired customer perception. For instance: how to show empathy, how to act as a consistent point of contact, even while sharing the workload internally.
We tested, measured and fine-tuned every step to keep the customer experience aligned with the key principles. We integrated lean principles to improve productivity and mapped out the CRM development needs.
The results
An above-expectation increase in CSAT, jumping from 3 to 4.5/5, or 89% of customers who are very satisfied with the handling of the succession. Upon closing, CSAT also rose from 3.6 to 4.8/5.
Customers spontaneously mention the principles of the intended experience when explaining the reasons for their satisfaction. The vision is clear and delivers on its promises.
Productivity has significantly improved thanks to dynamic case management principles.
Employees also greatly appreciate their new way of working, as evidenced by the ESAT of 4.6/5.
"I just wouldn't be able to work like I used to. It's much more rewarding to feel that you're helping people through such a difficult time. "
Koen
Member CLT Successions
Effects on the organisation
A revolution
Calling customers and showing empathy, while improving productivity and increase job satisfaction? That would have been unthinkable before we started this process.
There were many doubts: would customers appreciate a phone call during such a difficult period? What effect would the pro-active measures have on their daily work organisation?
Thanks to Onestone’s Psychology Engineering techniques, the Case Managers gradually learned to master the new work method, and began to enjoy it because they felt their positive impact on the customer.