All Aboard for Change: TUI’s CX Transformation Unpacked

Customer service transformation is no longer a question of operational optimisation – it is a structural mandate driven by the realities of a global commerce landscape and the accelerating pace of technological change. Indeed, many organisations have thrived (and will continue to do so) with decentralised delivery models where disparate or local teams make key decisions, and enterprise-wide alignment is light. But that approach is showing its limits and those use cases will become few and far between: As customers demand seamless, personalised experiences across every touchpoint and as new technologies offer scalable, multi-channel, multi-market solutions, the old ways of working and the realities of disconnected customer service will soon prove totally inadequate. To stay competitive, brands must transform their service structure to one that orchestrates people, processes, and technology across all parts of the organisation. And this goes beyond surface-level adjustments; this demands new ways of thinking, organising, and leading.

That was the strategic imperative facing global travel and tourism brand TUI. Fragmented infrastructure and market-to-market policy disparities were undermining the company’s capacity to deliver a cohesive customer experience – leaving it increasingly exposed to more agile competitors. Here, TUI’s Global Director of Customer Services and Sales, Ramón Delima breaks down that risk and the transformation journey they’re on to negate it.

We dive into:

• The make-up of TUI’s customer service operation pre-transformation
• How Ramón aligned relevant stakeholders around the vision for change
• How he and his team identified what aspect of the transformation to prioritise
• The roadblocks they’ve encountered thus far
• The technology infrastructure powering the transformation
• Other strategies TUI are employing to future-proof their business

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