After diagnosing the barriers to adoption, we brought a cross-functional team together to co-create a vision of success. So that they were aligned, and motived, to a common outcome that would benefit customers and the business. And before we created anything new, we helped the team co-create the measures of success. We focused on Vital signs – the behaviors that needed to change, to enable and indicate successful adoption. Then we helped the team to create a change plan and simple, engaging communication for the organization.

The turning point came at a company-wide 'open house' where the team showcased the different elements and enablers of the new Integrated Customer Experience initiative. This was interactive and fun, involving the most senior and junior people in the organization. From that moment, digital capability was more than an initiative, it was adopted as part of the operating model. Rather than fading after the rollout, adoption grew over time. Leaders could see measurable business outcomes, a signal that this wasn’t just another initiative but a catalyst for lasting cultural and operational change.

Accenture audited and benchmarked Boehringer Ingelheim’s capabilities vs. competitors. Among a wide-ranging assessment, this “integration of digital into customer experience was singled out as a source of competitive advantage” - proof not only of the successful adoption of the new approach, but also of the strength this had become

We helped bring people along a journey of big change and turned it into an organizational muscle. That’s when transformation delivers advantage that competitors can’t easily replicate.