Three teams. Three versions of onboarding.
Everyone knew their own part of the job. Nobody had the complete picture. Putting those accounts together showed what was getting lost between teams.
The problem wasn't a lack of effort.
Marketing, support and technical delivery were all working on the customer journey. But each team understood its handoffs, responsibilities and expectations differently.
Those gaps were invisible when each department was considered on its own.
The work: hear every side of the handover.
A structured half-day workshop brought the teams together to describe the real onboarding process.
Comparing their accounts exposed missing information, assumptions and decisions that fell between departments.
The outcome: a clearer basis for change.
The findings informed a redesigned onboarding journey and a prioritised set of improvements.
The immediate value was a shared understanding of what needed fixing, not another idealised process chart.