Flyco is a large airline company who has built its strategy emphasising on operational excellence. Yet, since competitors can now achieve similar results, they have expanded their strategy to offering excellent customer experience too, resulting in the foundation of the Customer Experience (CX) department. Nevertheless, Flyco notices their NPS is not rising above 50. One of the reasons is the silo-driven lay-out a typical corporate as Flyco has, where teams lack knowledge sharing. A way to bridge these silos is by using cross-functional collaboration, where multiple distinct functions come together to tackle complex problems with a multidisciplinary perspective.

This results in the research question: “How can Flyco improve the consistent implementation of customer needs throughout the customer journey through more effective collaboration between the different teams of the CX department?” During the research, multiple perspectives are taken into consideration. At first, the connection between collaboration and customer needs is defined to learn why the stated claim is currently a problem. Thereafter, the current way of collaboration between the different teams is reflected on by means of seven in-depth interviews with employees. Simultaneously, a literature review gives insights into what way effective cross-functional collaboration should be framed and which elements are essential. However, since multiple elements have a considerable effect on cross-functional collaboration, a decision needs to be made for a focal point to realise effective change at one, or a few of these elements. A quantitative analysis, filled in by the CX department, gives insight into where the department believes they could improve. The focus is put where most progress can be made for the CX department. This results in a focus on effective knowledge sharing between the different teams through more effective and open communication to lead the focus within the department towards the group.

Plenty literature has been written in knowledge management including multiple tools and methods. Nevertheless, earlier attempts in implementing a new knowledge management method have failed due to unacceptance of implementation by the employees. Therefore the behaviour of the employees needs to change. Consequently, literature in behaviour change is reviewed, resulting in four behaviour change techniques most appropriate for this problem. Five concepts are established through combining cocreation insights on the behaviour change techniques with knowledge management tools and methods. These concepts in unison form a system for a profound knowledge management, which ideally are all developed and applied. However, for the purpose of this thesis, the concept ‘Community of Practice (CoP)’ is chosen for further development.

The concept focuses on knowledge sharing through a group, sharing a domain/passion, a practice, and a community, coming together to discuss a question or statement stated by one of the teams of the CX department. People can apply when they are interested to learn more or have gained expertise in this area. The group of employees form a community group where they run through five steps to get an agreement on the topic. The results will be shared with the department for knowledge sharing.