Best Customer Experience - Business Change and Transformation Qorus-Infosys Finacle Banking Innovation Awards 2025

In late 2023, Emirates NBD embarked on a holistic CX Transformation Programme, with the vision of positioning itself as one of the world’s leading CX brands. This initiative was shaped by challenges including shifting customer expectations, legacy systems, regulatory pressures, and intensified competition. These factors highlighted the need for greater agility, innovation, and superior service delivery to enhance both customer and employee experiences. This began with the establishment of the Group Customer Experience team in early 2024, that led this work across 3 key Pillars, all equally important for this transformation and all driven with the same intensity:

1. Customer Journeys: introduced Design Research and Design Thinking, invested AED 200m+ to upgrade our platforms and digitize 50+ journeys & features. Introduced structured end-to-end journey reviews, established WhatsApp as a new powerful channel, re-platformed the LIV business, implemented GenAI automation, reduced the Turnaround time for processing for most manual service requests and refreshed all customer communications. Currently implementing Genesys Cloud as ENBD’s new Call Centre platform, designing for Omnichannel servicing, and introducing tooling for automated Enterprise Feedback Mechanism (EFM).

2. Metrics and Governance: put CX at the centre of the EXCO agenda by introducing new governance and ensuring senior accountability at every level of the organization. Clearly defined the expected strategic CX objectives and targets at each channel & area of the bank and developed a new daily / real-time customer-level CX Health Index building data blocks across 250 customer touchpoints. Addressed systems resilience as a core driver of failed customer transactions and made investments to improve business continuity. Developing agentic GenAI bots to automate the triaging and handling of all requests into our Customer Care inbox. Currently building the same metrics capabilities in our KSA and Egypt businesses.

3. People and Culture: Recognized the need and invested AED 80m in increasing capacity, recruiting 500+ new employees in key servicing areas, reducing chronic high waiting times in branches, support teams and the call center, and positioning the bank for sustainable growth. Emphasized Employee Experience and removed daily blockers. Currently transforming the culture of the organization through interventions delivered across the full ‘People cycle’: from changing recruitment criteria to re-vamping onboarding training, ongoing training, behaviors, recognition & reward schemes, and introducing CX metrics in the incentives of both front line and back office etc.