GEODIS: How to Sustainably Embed Customer Culture at a National Scale?
Making Customer Culture a Shared Priority Across the Entire Value Chain
Objective : Developing a Shared, Consistent and Operational Customer Culture
GEODIS’s ambition was clear: to concretely evolve customer culture, moving beyond a vision limited to customer-facing teams alone, to engage the entire organization in a powerful and lasting dynamic.
Mission : Structure, Test and Deploy a Cultural Transformation Approach
The initiative began in 2024, following a meeting with a Regional Director, which surfaced a priority need: to work in depth on customer culture.
GEODIS chose a progressive and structured approach:
- Regional pilot phase The Centre region was selected as the testing ground. A COS In Mind program was deployed with a sample of managers from all business lines, drawn from the region’s branches.
- Restitution and collective mobilization phase The program continued with:
- a collective restitution session,
- the Customer Fresco game,
- commitment workshops, allowing managers to identify concrete levers for evolving their practices.
- Scaling to national level Building on this first experience, the stakes quickly moved beyond the regional scope. GEODIS decided to embed customer culture at the national level, starting with customer relations teams.
- In-depth work with Customer Relations In 2025, the initiative was deployed with:
- Regional Customer Relations Managers (RRC),
- customer relations center managers,
- then, shortly after, all customer relations employees.
Today, the entire GEODIS Customer Relations population has completed the program.
Results : A Transformative Awareness and a Momentum Now Underway
This first wave delivered concrete and structuring results:
- Managers and employees identified operational practices to evolve customer culture on a daily basis.
- Dedicated workshops allowed these practices to be prioritized and moved into an operationalization phase: how to animate, steer and embed them over time.
- A major awareness emerged: customer culture cannot rest solely on customer relations teams.
While support functions have not yet been integrated into the initiative, the work carried out has clearly highlighted the need to bring them on board in turn. Teams identified concrete situations where internal decisions or dysfunctions directly impact the customer experience.
This step has thus laid the foundations for a logical next phase: extending the initiative to support functions in order to align the entire value chain around a shared customer culture.
Testimonal
Emmanuelle LECLERCQ
Head of Customer Relations
“Deployed across all of our CRC employees, the COS initiative was a genuine collective awakening. It allowed them to better grasp the strategic importance of customer culture and its impact on a day-to-day basis. This innovative approach has profoundly shifted mindsets and strengthened team engagement. Today, this translates into concrete actions that bring customer culture to life.”
Author : Aymeric de BOISHERAUD