Transformation You Can See. Results You Can Measure.
Organizations come to Moran with important goals and complex challenges. We help turn them into meaningful change, measure what happens next and share the stories behind the numbers.
Let’s Talk About Your Challengeexcellent service
processing
satisfaction
Different challenges. Different measures. One focus: meaningful change.
Four challenges. Measurable change.
Employee Engagement
Engage and empower employees so change can take hold.
Solve Complex Problems
Uncover the real organizational barriers and solve the right problem.
Customer Loyalty
Strengthen loyalty and satisfaction as an outcome of transformation.
Culture Change
Shift culture and enable change across the organization.
A few more measures that show what change can look like
What change looks like from the inside.
To protect client confidentiality, every story is identified by industry or sector.
What started as customer service training became a broader organizational transformation.
The Challenge
The City engaged Moran to strengthen customer service across six permitting departments. Listening revealed that much of the frustration came from complex processes, unclear handoffs and a hard-to-navigate system.
What Moran Did
Moran helped form cross-functional problem-solving teams, map permitting processes with the employees who knew the work, streamline them, and translate them into the City’s Interactive Permitting Guide.
What Changed
Permitting became simpler and more predictable. The City expanded walk-through permitting and worked with Communications so residents and businesses could see the improvements.
Measured Results
“The calls and complaints from the community and elected officials before and after the Moran Consulting process are night and day.”
City leadership · City GovernmentFrom silos to stronger cross-department collaboration.
The Challenge
A board-level goal to strengthen customer service required more than service skills. Moran needed to understand the culture and where collaboration was breaking down.
What Moran Did
An all-employee culture assessment, focus groups and leadership interviews led to service standards, organization-wide learning, leadership development, process improvement and follow-up measurement.
What Changed
One year later, employees rated collaboration and service higher on several important measures, and the results became a tool for continued improvement.
Measured Results
“I think communication between departments has improved, it’s more proactive.”
Follow-up survey respondentBuilding a service culture that reached the customer.
The Challenge
Drivers, warehouse teams, office staff and corporate teams all served customers differently, so a generic service program wouldn’t reflect the realities of the work.
What Moran Did
Moran listened to people in every role, then built universal and role-specific standards, customized learning, Spanish-language materials, reinforcement modules and a train-the-trainer model.
What Changed
Employees helped define excellent service for their own work, and internal facilitators were equipped to sustain it across the organization.
Measured Results
“All employees will hear the same message, participate in the same training and understand our company direction to delight the customer.”
Train-the-trainer participantBuilding customer experience from the inside out.
The Challenge
An explicit customer-experience goal had to work across sales, order management, operations and administration, and across a multilingual workforce.
What Moran Did
A culture survey, leadership interviews, process mapping and a steering committee led to universal and email standards, function-specific case studies and materials in English, Spanish and Chinese.
What Changed
When the company repeated its customer survey a year later, every headline measure improved.
Measured Results
“Reframing the way we work together as a team to provide better XCX from the inside out.”
Training participantMeasuring culture change four years later.
The Challenge
The company wanted to strengthen its service culture and committed to returning to the same measurement instrument years later.
What Moran Did
A culture survey, focus groups and call monitoring led to standards, reinforcement modules and a sales interaction guide, then all-staff development, Five Behaviors™, strategic planning and process teams.
What Changed
The same instrument showed double-digit gains on every rated item.
Measured Results
“Internal customer service has improved by leaps and bounds.”
OperationsBuilding confidence, capability and reinforcement at agency scale.
The Challenge
Transit employees and supervisors needed practical tools for difficult interactions, stress, communication and service, delivered at agency scale and sustained over time.
What Moran Did
Beginning in 2018: a cultural workplace review and interviews, then the customized Safety and Service curriculum (later 2.0 and 3.0), coaching, executive sessions and internal trainer development.
What Changed
More than 1,288 participants trained after the 2024 program start, with 15 internal Training Specialists and 18 subject-matter experts prepared to keep delivering it.
Measured Results
“Stop, think and then act really has helped me realize that I have options and don’t need to blow up on people.”
Second Measure survey respondentSustaining culture change through a decade of measurement.
The Challenge
A large, diverse public-health organization wanted to build and sustain a service-excellence culture as an ongoing initiative, not a one-time event.
What Moran Did
Leadership interviews, assessment and focus groups led to service standards, department dashboards, reinforcement, train-the-trainer, all-staff development and multi-year leadership work.
What Changed
Annual employee follow-up surveys let the organization track progress and keep refining the work for more than ten years.
Measured Results
“The organization will continue to move forward in pursuit of service excellence in an organized and metered fashion.”
Follow-up session participantTurning a complex service process into an actionable improvement plan.
The Challenge
Employees rated an internal service process poorly, with proactive communication of delays among the most visible issues. The problem crossed processes, handoffs and functions.
What Moran Did
Leadership interviews, focus groups, surveys, process mapping and customer-experience research led to standards, tools and a cross-functional process-improvement effort.
What Changed
Employees across divisions mapped the current state, identified barriers and designed a substantially simpler future state, with a concrete, costed action plan.
Measured Results
Partners, not projects.
Many organizations first come to Moran with a specific challenge. Some keep working with us for years, even decades, as their needs evolve.
Municipal Government
Ongoing employee development, service excellence and organizational improvement.
Long-termStatewide Public Retirement Organization
Internal service, employee development and organizational improvement.
Long-termPublic Health Organization
Assessment, leadership development, organization-wide learning, reinforcement and measurement.
Long-termPublic Water Utility
Assessment, leadership alignment, employee development, service standards, coaching and measurement.
Since 2018Major U.S. Public Transportation Agency
Cultural assessment, engagement, leadership development, learning, coaching, internal capability and measurement.
~10 yearsTransportation Organization
Culture and customer research, service standards, leadership development and remeasurement.
The common thread isn’t a program. It’s the trust to help solve what comes next.
What clients and employees say about the work
Measurement tells part of the story. The people doing the work tell another.
“If they want to address complex cultural, behavioral change and customer service and build a partnership around that, I think Moran is it.”
Client interview · Public transportation agency“Very much appreciated the use of organization-specific case studies… I started the day concerned we would just hear canned material. This was great.”
Professional services organization participant“I foresee the relationships between internal customers improving and the service we provide drivers will improve as a result of that.”
Transportation & logistics organization participantDifferent challenges require different measures.
Employee & customer surveys
Before-and-after measurement on the same instrument where possible.
Operating measures
Satisfaction, resolution, cycle times and other day-to-day indicators.
Process data
Steps, handoffs and review cycles, including projected improvements, clearly labeled.
Follow-up assessments
Measurement built into the work so progress can be seen and improved.
“Transformation isn’t something you do to people. It’s something you accomplish with them.”
Explore measured results in your sector
Case studies from Moran’s work in government, public transportation, utilities, healthcare, education and business. Choose a sector to narrow the list.
Faster permit processing time, with a 15% gain in customer satisfaction.
Read the resultsPublic Transportation87%Of frontline staff more confident handling difficult situations after safety and service training.
Read the resultsUtilities+27%Overall customer satisfaction at a multi-district water utility, with 10% more first-call resolution.
Read the resultsPublic Works−25%Time to access FEMA flood funds after a city-wide service culture initiative.
Read the resultsGovernment Finance+31%Positive staff attitude between departments at a state financial organization.
Read the resultsSocial Services+14%Positive perception of overall service, and 14% more confidence handling conflict.
Read the resultsCounty Healthcare System$1.8MIncrease in annual revenue, with 83% less non-voluntary turnover over 18 months.
Read the resultsCommunity Hospital+55%Ratings of the hospital’s reputation for good patient care.
Read the resultsCounty Health Clinic−25%Time from check-in to discharge, with a +13% show rate.
Read the resultsPublic Health Organization83% → 93%Positive employee response on exceeding expectations, across more than a decade of partnership.
Read the resultsCommunity College+40%College-wide satisfaction, and 2,000+ additional students enrolled.
Read the resultsLogistics & Distribution87% → 99%External customer satisfaction in one year across 30 locations.
Read the resultsManufacturing33% → 52%Customers “extremely satisfied” after organization-wide service training.
Read the resultsCall Centers70% → 92%Patient caller satisfaction at a pharmaceutical call center.
Read the resultsI.T.+43%Clear, organized communication from a global I.T. team across four offices.
Read the resultsCould Your Organization Be the Next Story?
Every story here started with a conversation about a real challenge. Let’s talk about yours.
Let’s Talk About Your Challenge