Asys: realigning customer journeys after a reorganisation into three divisions

Project flow

01. Business scoping

02. Co-design workshops

03. Data analysis

04. Journey mapping

05. Ideation workshop

06. Infographic co-production

07. Findings restitution

Who our client is

Asys is an HR software vendor that builds solutions to help companies manage and optimise their human-resources processes. Their ambition is to support organisations in their HR challenges in an innovative way, by offering software solutions tailored to real-world needs.

Rolling out a piece of software at a client is a complex process that spans several months. From the initial study through to the final deployment, different teams at Asys coordinate to support the client, attending to both technical and organisational aspects.

The challenge: beyond mapping, a living reference

The mission entrusted to us goes beyond a simple mapping exercise. It is about creating a living reference capable of supporting both the current teams and future joiners, while guiding the clients throughout their collaboration with Asys.

Adopting a fresh look at the user experience, breaking out of a purely internal view to step into the customer’s perspective

Supporting Asys in its shift toward a “customer-centric” culture, starting with an in-depth diagnostic of usage across its three business units

staff members involved

Our approach: combining field expertise and a user-centred view

To take on this challenge, we designed a series of collaborative workshops bringing together the teams of each business unit and their customers.

Our methodology? Meticulous preparation, where we first built an initial version of the journey with the Asys staff, based on their knowledge of the internal processes.

These workshops became valuable spaces for dialogue, where clients and Asys staff examined each step of the journey together, building on the users’ direct feedback to identify points of friction and opportunities for improvement.

clients involved

The results: six strategic workstreams

After an initial clustering phase, we identify types of friction points and opportunities. These potential solutions are translated into needs that can be categorised into 6 levers to improve the customer experience going forward.

1. Transparency

2. Smooth transitions

3. Personalised support

4. Operational agility

5. Ongoing dialogue

6. Targeted information

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potential solutions

The concrete impact

This work doesn’t stop at theory. The consolidated journeys, illustrating both the improvement points and the opportunities, are now on display in the Asys offices: a visible reminder of this new customer focus.

To anchor this transformation in the long term, we wrapped up our engagement with a strategic workshop accompanied by two complementary tools: detailed “action sheets” for immediate implementation and a comprehensive dashboard in spreadsheet form. The latter summarises, for each business unit, the six identified workstreams and their associated needs, with dedicated spaces to plan and track the actions to put in place at each step. A management tool the team can actually use over time.

A large Customer Journey poster is displayed on a white wall in a modern, bright office. The poster is dominated by green and white colours and presents a flow diagram or a Customer Journey Map divided into several columns and steps. Illustrations of people are shown at the top of the poster, representing the users or customers at different steps. On the left, a smiling man in a green T-shirt and jeans points at the diagram. The rest of the office includes a light corridor, indoor plants and minimalist wooden benches. The poster details the customer's different phases, actions, thoughts and feelings.

Looking ahead

Thanks to these different tools (consolidated journeys, action sheets and dashboard), Asys now has a solid foundation to bring its user-centred vision to life. But the challenge remains significant: transforming an organisation requires aligning many aspects, whether technical, strategic or financial.

Rather than detailing the complexity of this organisational change (this case study is already long enough as it is), let’s keep in mind a key principle that we apply ourselves and share with our clients: move forward step by step, without rushing, favouring small progressive wins.