From fragmentation to integration

01 Guest Experience and Service Blueprint

Designing what guests experience and how the organization delivers it.

Front experience design focused on guests' needs and the behaviors that create connection, clarity and continuity. Service was approached as a connected sequence of interactions, where understanding the guest's situation matters as much as performing a task correctly.

The Service Blueprint connected that experience with the processes behind it: what happens in front of the guest, what must happen backstage and how teams relate to one another. This combination linked service design with efficiency, making coordination points visible and guiding process changes to reduce unnecessary steps and enable coherent responses.

02 Operational Integration and Organizational Design

Connecting roles, processes and decisions around one experience.

The pilot proposed greater integration of Front functions and shared responsibility for experience continuity. Mission 1 expressed this as One Experience, One Team: guests experience one service journey, and the team needs to coordinate its contributions accordingly.

To support this ambition, the architecture included process changes and a review of responsibilities. The diagnosis recommended extending this work through adjustments to structures and roles, greater operational autonomy, cross-department coordination agreements and request tracking. These recommendations form an agenda for strengthening the model; they do not establish that a full reorganization has already been implemented.

03 Competencies and Job Descriptions

Embedding culture in what each role is expected to deliver.

Mutta worked on the design of competencies and Job Descriptions to align role expectations with the intended guest experience. The purpose was to make organizational expectations coherent: translating culture explicitly into responsibilities, capabilities and observable behaviors.

The Competency Guide articulates seven areas: delighting the customer, achieving together, developing leaders who develop others, connecting, communicating and inspiring, managing with integrity, passion for achievement and innovating the business. This framework connects service, collaboration, leadership and management with the organization's philosophy.

For the pilot, Mission 1 translated Front development into five concrete capabilities: guest orientation, proactivity and creativity in service, assertive communication, teamwork and digital proficiency. Job Descriptions and the competency framework provide a foundation for incorporating these expectations consistently into people's development and support.

04 Culture Activation and Continuous Learning

Putting the design into practice and learning from operations.

Mission 1 was designed as an engagement and learning experience for the pilot team. Its approach combined shared purpose, experiential activities, service situations and collaboration exercises to connect new capabilities with concrete behaviors.

The activation design included recognition, events and celebrations to reinforce team identity and make desired practices visible. These mechanisms form part of the support design; the existence of the plan does not establish how extensively each activity has been delivered.

To sustain learning after training, an opening and closing daily guide was developed. The opening aligns agents, observers and the day's focus; the closing reviews observations and defines adjustments. The principle is to learn and improve by observing protocols, behaviors and emotions, without turning the conversation into an assessment of individuals.