Customer experience (CX) is a differentiation strategy often chosen by companies. But several aspects can hinder the realization of this strategic change: Existing routines, strong silo thinking among departments, and other circumstances work against the creation of a holistic CX. There is very little guidance in the literature about becoming more customer centric in practice. Within design practice, customer‐centric thinking and working are key aspects. Therefore, this article addresses the question of how a design approach can facilitate a company's change process from the abstract strategic direction of focusing on CX to a way of working in practice. The article is based on a practice‐led case study of an airline company where the first author worked from within the company to test solutions directly in daily practice. We conclude that in order to move from the strategic direction of a CX focus to an applicable proposal, designers can support both top‐down and bottom‐up processes. A trial‐and‐error approach and boundary objects can be useful in finding emotional triggers for employees to reflect about their own roles