Crossroad assisted Fujitsu and ING in driving their service quality towards a better user experience

“The service quality is now mainly measured based on feedback from users and ultimately the customer, in contrast to service level measurements.”


ING is a European Bank with several offices and thousands of employees spread across Europe.
Fujitsu Technology Solutions delivers a wide variety of IT products and services to organizations and individuals.
Besides the service offering and customer interaction, the most important business means for a bank is their IT services. After the renewal of ING’s IT service contract, Fujitsu started migrating ING’s workplace services and related IT solutions.

During the contractual negotiations the idea was put forward to set the same quality requirements for the suppliers as for the bank itself. This was also embedded in the contract to ensure both parties (bank and suppliers) serve the same purpose: make the bank grow, based on better customer experiences.

The Net Promoter Score (NPS) measurement, which was already in use at ING, was put forward as preferred measurement to assess the quality of services.

Moreover, Fujitsu (with suppliers) and ING made the commitment to continuously improve the experience of users (bankemployees) regarding the delivered services.


For both Fujitsu and ING, the above commitment requested a new way of controlling quality of service: the quality is now measured based on feedback from users and ultimately the customer in contrast to service level agreement indicators. In other words, quality control of delivering workplace services should be done based on effectiveness rather than on efficiency.

Crossroad guided Fujitsu and ING in this new way of quality management, through several steps:

  • Creating the quality framework, governance and indicators
  • Development of a model for data collection, analyses and reporting, based on the NPS methodology
  • Guiding the management of Fujitsu and ING in driving service quality, based on the new quality framework
  • Strategic workshops with ING and Fujitsu management to assess the impact of the new steering model
  • Training of service delivery managers and service desk in the new operating model
  • Formulation and validation of the service processes
  • Assisting the communication team from ING to map customer journeys of different user types (staff, commercial banker, …) to gain insight in their experience with the services
  • Creation of a communication plan and designing a transformation approach, based on specific needs of Fujitsu and ING during and after migration


  • A quality model for service delivery, putting the user and the customer central
  • A common and shared goal between supplier and bank to improve customer experience
  • Overview of customer journeys of different user types, providing insight in opportunities for new and improved services
  • Enhanced user adoption of new services through clear and transparent communication and user friendly instructions