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© The QoE Limited 2016
Carl Lyon & Tim KitchenerThree case studies that cover a range of digital experiences
IMPLEMENTING DIGITAL EXPERIENCE
© The QoE Limited 2016
KCOMDIGITAL ASSISTED CULTURE
THE FOLLOWERS’ REVOLUTION
VODAFONE GROUP DIGITALPLANNING FOR 24/7 ASSISTED SERVICE
CURRENT PROJECT WITH A LEADING UK PLC
IDENTIFYING THE NEED FOR REAL TIME REAL WORLD KNOWLEDGE
© The QoE Limited 2016
VODAFONE GROUP DIGITAL
PLANNING FOR 24/7 ASSISTED SERVICE
© The QoE Limited 2016
Context
For omni channel billing to become a reality, Vodafone - like many others - needs to break the traditional service model
Challenges
Closing gaps in digital capabilities and increasing customers’ knowledge and understanding of increasingly complex products and services
Opportunity
Digital self and assisted service satisfies transactional and information queries
Direct service channels convert the opportunity created by an ever more confident digital customer base
Companies are increasingly recognising that people are the route to success
THE OPPORTUNITY IS FAMILIAR, THE SOLUTION IS NOT
© The QoE Limited 2016
• Close gaps in existing digital billing capabilities
• Build a more digitally confident and knowledgeable direct support service
• Help customers to re-visit digital self and assisted service channels
• As understanding grows, increasingly more complex information is delivered through digital channels
• Direct service channels develop cumulative capabilities to convert opportunities provided by the expanding and confident digital customer base
• People enabled omni channel becomes a reality
THE SOLUTION
© The QoE Limited 2016
NEW SERVICE MODEL
Back
© The QoE Limited 2016
KEY OUTPUT AREAS FOR
VODAFONE Digital TransformationEstablish a dynamic customer focused capability and knowledge update process that provides sustainable digital task completion
Vodafone Service People Support front line empowerment CARE Flight programme and provide a framework that develops a digital first behaviour pattern for customers and employees
Customer ServicesDeliver improved customer resolution in the most appropriate self, assisted or specialised agent team environment and reduce the need for local knowledge based workarounds
© The QoE Limited 2016
INCUBATION HUB
Explore
Incubate
Needs
Innovate
MotivateAnalyse
ExperienceCollaborate
ARTIFICIAL INTELLIGENCE
A concentrated flow of real world, real time experiences, knowledge and opinions combine with intuitive tooling to optimise real time resolution and extrapolate permanent solutions
Every new participant has an exponential effect on the quality and quantity of outcomes
© The QoE Limited 2016
KCOMDIGITAL COLLABORATION
DRIVING CX
meet…..
When…..
A personal reflection
How did it start?
• Stealth deployment by IT department in 2008
• No announcement
• No marketing campaign
• No rules
• No moderation
• No restrictions on who can join
• No restrictions on creation of groups
What happened next?
• For 3 ½ years Yammer lay dormant
• From November 2008 to June 26 2012 only 27 people signed up
Nov-0
8
Jan-09
Mar-0
9
May-09
Jul-09
Sep-0
9
Nov-0
9
Jan-10
Mar-1
0
May-10
Jul-10
Sep-1
0
Nov-1
0
Jan-11
Mar-1
1
May-11
Jul-11
Sep-1
1
Nov-1
1
Jan-12
Mar-1
2
May-12
0
2
4
6
8
10
12
1
32
4
12
10
3
1
new users joining Yammer
27 Ju
ne
2012
Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-130
50
100
150
200
250
300
350
400
450
500
91
460
11179
58 5838 29 26 14
New users joining Yammer
• Nothing for 3 ½ years then an explosion of interest
• 539 people signed up between 27 June and 27 July
What lit the fuse that caused this
contagion ?
We asked a bunch of people around the business
Was it just a Sasquatch music festival 2009 man on the hill moment?
Nothing more than a digital water cooler for location independent workers?
What happened next?
• Until 2015 Yammer users remained concentrated among distributed communities
• Those that had daily face to face were still invisible on Yammer
• In April 2016 the platform was integrated within the Intranet
• It became the sole source of information for an impending re-brand
My reflections• A great source of real time real world knowledge
• But it needs a purpose
• It has to be usable and useful
• Common platform for all
Builds influence – cross functional/departmental - around expertise and knowledge
Content – real time real world – uncovering the real issues
Innovation – when you have many voices sharing ideas, it’s almost inevitable
Invites comment and debate generating perpetual creativity and engagement
© The QoE Limited 2016
CURRENT PROJECT WITH A LEADING UK PLC
NEW CUSTOMER VISION AND STRATEGY PROJECT
© The QoE Limited 2016
Origination Group
Exploratory
Exploratory
ExploratoryExploratory
Background investigation
Validation
EnvisioningFormulation
PERPETUAL THINKING IN ACTION
Leadership
2 December
16December
Final vision and strategy documentation completed
© The QoE Limited 2016
FOUR CONSISTENT THEMES
Conflict in purpose - consistent service or service recovery?
Customer segmentation and stakeholder relationships - don’t reflect journey criteria
The challenges of embedding the customer
Knowledge, decision making and taking responsibility
INSIGHTS FROM WORK ON DEFINING NEW VISION AND STRATEGY
1
432
© The QoE Limited 2016
WHY IS THIS NOT EMBEDDED?• Partnership structure too often separates planning and delivery
• The organisation is on a journey from full public sector to full private sector
Culture, innovation and commercial pragmatism
• The organisation takes responsibility, individual responsibility is variable
• The organisation has developed a tell environment, not a thinking environment (safety and context)
INSIGHTS FROM WORK TO DATE
More
3
© The QoE Limited 2016
KNOWLEDGE, DECISION MAKING AND TAKING RESPONSIBILITY • Real world, real time knowledge, ‘the fifty shades of fact’
• Contextual knowledge drives lean organisations
• Top down approach drives narrow responsibility syndrome (NRS)
• Process dominated organisations are comfortable places to work but engender low trust, low self belief and individual empowerment
• True debate and associated dynamic decision making is rare
• Tendency to move quickly to planning actions, drives a culture of being busy rather than achieving outcomes
INSIGHTS FROM WORK TO DATE
More
4
© The QoE Limited 2016
THE SERVICE CLIFF
Consistent experience
Incident
Normalisation
Temporary uplift
Serv
ice re
cove
ryBack
© The QoE Limited 2016
TODAY’S PLANNED WORK SERVICE CLIFF
Consistent gas on experience
Notification
The first shovel
Works finished
A
BC
Normalisation gas on
Serv
ice re
cove
ry
Temporary uplift score
Back
© The QoE Limited 2016
SOURCES OF REAL WORLD REAL TIME KNOWLEDGE
Consistent gas on experience Normalisation gas onA
BC
D
E
WE NEED TO CAPTURE AND SHARE REAL WORLD REAL TIME KNOWLEDGE A - E
Notification
The first shovel
Works finished
Temporary uplift score
Back
© The QoE Limited 2016
Don’t be afraid to change the basic model
We can only achieve this by building a consensus
Embedding change needs a purpose
You need real world, real time knowledge to provide the context to change the real world
SUMMARY
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