In a public organization with dispersed teams and decades of history, service to the citizen was at the heart of the mission, but also the greatest challenge. Processes varied between departments, information was fragmented, and each team followed its own work method. There was commitment and a sense of purpose, but there was a lack of coherence, consistency, and visibility regarding what truly mattered to the client.

 It was in this context that the leadership defined a clear ambition: to put the customer at the center of everything. Technology would be a means, but success would depend on people, on their ability to adopt, adapt to, and sustain new ways of working.

The project was designed with three main objectives:

• Implement a single CRM capable of integrating data and centralizing customer interactions.
• Redesigning customer service flows, making the experience more fluid, clear, and consistent.
• To develop a customer-centric culture based on empathy, collaboration, and shared responsibility.

🎯 The vision: to transform technology into trust and data into relationships.

 The transformation began with a simple yet powerful decision: listen before acting. Before discussing systems or workflows, leadership wanted to understand what was truly preventing teams from better serving the customer. For weeks, voices from all levels of the organization were heard, from frontline customer service representatives to regional managers. These conversations revealed something fundamental: people wanted to change, but they needed clarity, tools, and the confidence to do so.

 Based on this diagnosis, the plan was built collaboratively with the teams. Instead of imposing a new model, co-creation spaces were created where processes were redesigned, solutions tested, and priorities defined. The focus was always on simplifying what was complex and adding consistency to what already worked well. The first improvements were practical: reducing redundant steps, integrating scattered data, and creating clearer communication channels. Each advancement was communicated transparently, reinforcing the feeling of collective progress.

 As technological solutions were implemented, the adoption effort became the true focus of change. Teams received hands-on training, close support, and visible recognition for their contribution. Leadership remained present, participating in sessions, answering questions, and celebrating achievements. The narrative shifted from talking about technology to talking about experience. CRM ceased to be a system and became a meeting point between teams and clients.

Over time, people began to feel the impact of their own participation. Response times improved, errors decreased, and the pride in serving the customer became palpable again. Dialogue between departments became more fluid, and teams began to spontaneously share best practices. Enthusiasm spread organically, creating an informal network of change ambassadors.

 The turning point came when the new model ceased to be a novelty and became the norm. Technology stopped being the central focus, and people became the driving force behind the service. The change was consolidated, not only in the system but also in the mindset.

💬 Today, serving the customer is an attitude, not a task.

Quantitative indicators (12 months):

• ⏱ Average response time: -30%
• 🔁 Repeat orders: –25%
• 💬 Team satisfaction: 20 points
• 📈 CRM Adoption: >95%

Qualitative impact:

• Teams have become more autonomous and collaborative.
• The dialogue between services gained momentum, empathy, and transparency.
• Leadership began communicating with purpose and closeness.
• Trust between people and technology has transformed public service.