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Client
British Telecom
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Service
UX Research & Service Design
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Industry
Telecommunications
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Company Size
100,000+
The client
One of the world’s leading telecommunications companies — operating a vast internal service infrastructure serving employees across HR, IT, and operational service functions globally — was experiencing a self-service experience generating more support tickets than it resolved. With employees navigating fragmented portals, poor search, and legacy system interfaces to complete routine tasks, the organisation was paying a significant hidden productivity tax: time spent on service navigation rather than productive work, and a support ticket volume reflecting a self-service system failing at its fundamental purpose across the UK and globally.
The problem
British Telecom’s internal service platform — built on ServiceNow — was technically comprehensive but experientially inadequate. Employees across global functions were encountering the same set of avoidable frictions: poor navigation, inconsistent search, low findability, and a lack of role-based personalisation leaving every user facing the same undifferentiated portal regardless of their specific service needs. The result was high task completion time, dependency on support channels for routine enquiries, and a digital work experience reducing rather than enhancing employee productivity.
- Fragmented Portals and Poor Navigation Creating High Employee Effort — Employees navigating British Telecom’s internal service infrastructure encountered multiple disconnected portals with inconsistent navigation logic — requiring significant effort to complete basic tasks. The friction of everyday service interactions was consuming productive time across tens of thousands of employees at a cost compounding with the scale of the organisation.
- Low Findability and Inconsistent Search Causing Support Dependency — Search performance across the internal service platform was insufficient to support the routine information and service requests employees made daily — generating high drop-off rates, failed task completion, and a dependency on human support channels for queries a well-designed self-service experience should have resolved.
- No Role-Based Personalisation Reducing Relevance for All Users — Every employee encountered the same generic service portal regardless of their function, location, or service frequency — making the experience relevant to no one in particular. The absence of role-based personalisation and tailored task-first journeys meant high-frequency users could not optimise their experience, and infrequent users could not navigate without assistance.
OUR SOLUTION
Worxwide conducted extensive UX research — including over 200 interviews, usability testing, and journey mapping with employees across functions and locations — to build a comprehensive understanding of the specific navigation failures, information architecture gaps, and personalisation opportunities driving low task completion and high support ticket volumes. The Fogg Behaviour Model was applied to redesign the information architecture and navigation with role-based dashboards and task-first journeys. A unified ServiceNow experience integrating HR, IT, and other services was built with personalised nudges, intelligent search, and automation.
- 200+ Employee Interviews and Usability Research Across British Telecom — A research programme of exceptional scale — encompassing over 200 employee interviews, structured usability testing, and cross-functional journey mapping — generated the comprehensive, evidence-based understanding of service experience failure needed to redesign a platform serving a global workforce of over 100,000.
- Fogg Model Information Architecture and Role-Based Dashboards — Application of the Fogg Behaviour Model to the platform’s information architecture produced navigation design grounded in behavioural science — with role-based dashboards, task-first entry points, and intelligent content surfacing giving each employee immediate access to the services most relevant to their specific function and context.
- Unified ServiceNow Platform with Personalised Nudges and Automation — A unified ServiceNow experience — integrating HR, IT, and operational services in a single, consistent interface — was supplemented with personalised nudges, automated workflow suggestions, and intelligent search to create a genuinely self-sufficient service experience reducing support dependency across the organisation.
Our work in action
The Impact
35% Improvement in Task Completion Speed Across British Telecom
Role-based navigation, task-first journey design, and improved information architecture reduced the average time required for employees to complete routine service tasks by 35% — recovering significant productive capacity across the British Telecom workforce globally.
25-30% Reduction in Support Ticket Volume Across the Organisation
Enhanced self-service capabilities, improved search, and better task findability reduced the volume of support tickets generated by navigation and information failures by 25 to 30% — demonstrating that the previous ticket volume had been largely a consequence of poor design rather than genuine complexity.
Improved Employee Experience and Digital Workplace
A more intuitive, personalised, and efficient internal service experience contributed to measurable improvement in employee satisfaction with the digital work environment at British Telecom — reducing the daily friction that had been suppressing productivity and morale across the global organisation.
