Veronica Naguib & Avalyn Kasahara: The partnership of CX + EX

THE PARTNERSHIP OF

CX + EXVERONICA NAGUIB + AVALYN KASAHARA

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CX EXHead of CX at The BIO Agency

Worked in diverse sectors from healthcare to transport. Previous clients include Bupa, Sony PlayStation, Vodafone,

British Gas, TfL, Lloyds, Greyhound Buses, NHS, Savills, British Airways and more.

Learning & Development Manager Worked in both large scale organisations and small

agencies in sectors such as retail, finance, IT, marketing

and digital.

Head of CX at The BIO Agency Worked in diverse sectors from healthcare to transport.

Previous clients include Bupa, Sony PlayStation, Vodafone,

British Gas, TfL, Lloyds, Greyhound Buses, NHS, Savills, British Airways and more.

THE PARTNERSHIP OF CX + EX

VERONICA NAGUIB + AVALYN KASAHARA

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OVER THE NEXT 20 MINS YOU’LL SEE INSIGHTS THAT WE’VE CARRIED OUT SPECIF ICALLY FOR THIS TOPICWe ran a survey with 60 participants from the service design community (We sent the survey to the Practical SXD Community, Service

Design Fringe Festival Community, Service Jam Community).

We asked them about their backgrounds, roles, challenges they experience, their perceptions about service design, and what they think

is coming next.

We also interviewed an Employee Experience and Culture Manager for a large consultancy who is transitioning into Service Design

SERVICE DESIGNERS

60SECTOR Agency / consultancy

Public sector

Private organisation

Other

ORG S IZE1 - 10

10 - 50

50 - 100

100 - 250

250 - 500

500 - 1500

1500+

N/A

BEEN A SERVICE DESIGNER FOR…Less than 1 year

1 to 2 years

2 to 3 years

3 to 5 years

5 to 10 years

10 to 15 years

Over 15 years



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© Copyright 2017 - The BIO Agency

BEFORE WE GET STARTED WE WANT TO GET TO KNOW YOU, OUR AUDIENCE

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How many of you come from an EX background (HR/L&D/internal comms/Employee engagement)?

EX

OTHER Psychology Architecture Social work Marketing

60% OF THOSE DESIGNING SERVICES COME FROM UX, CX, OR DESIGN BACKGROUNDS WHILST LESS THAN 2% COME FROM EX



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WE THINK THIS IS A CHALLENGE BECAUSE ONE OF THE KEY COMPLEXITIES OF SERVICE DESIGN IS THAT…

WE’RE REALLY GOOD AT… …YET WE STRUGGLE WITH LARGE SCALE IMPLEMENTATION AND ADOPTION (ESPECIALLY IN NON-DIGITAL SERVICES) Research and

analysis Building empathy

Service blueprinting

Co-creation Design thinking

Problem finding and solving

Only 7% of our respondents had implemented a large scale non-digital service

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According to McKinsey & Company

70% OF CHANGE PROGRAMMES FAIL“The leading causes of failure are employee resistance and management behaviours that do not support the desired changes. By tackling these obstacles head on, organisations can simultaneously unlock major improvements and boost their long term performance.”

McKinsey&Company - ‘Insights into organisation; How do I implement complex change at scale?’



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AND THIS IS CONSISTENT WITH OUR RESEARCH

We asked our participants about how they would define service design, the challenges they experience, and the barriers for service design at scale



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66% FAILED DUE TO LACK OF EMPLOYEE ADOPTION

Over 55% said that their projects had failed

AND OF THOSE,



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30% are unaware of whether employee adoption was as expected


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THE EMPLOYEE WAS RARELY INCLUDED IN THE DEFINITION OF SERVICE DESIGN

Designing the environment, infrastructure, systems

and tools around a customer's needs

Service designers also design the behind-the-scenes activities

that enable those experiences to be delivered

The process of improving the quality and interaction

between a provider and a user by using design thinking and methodologies

A human-centric mindset, method and set of tools to apply to real

world opportunities and challenges to make things better

Making all the pieces work together in the creation or

delivery of a service for user and organisational value

Holistic approach to designing customer

focused experiences

““

Service design is effectively merging business problems and

customer needs into a solution that does justice to both the sides

“

KEY WORDS:

• Customer • Experience • Business • Process • Interaction • Value • Tools • Holistic • Organisational • Problems



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SERVICE DESIGN

BUT, ARE WE BEING AS HOLISTIC AS WE CAN IN OUR APPROACH TO SERVICE DESIGN?

CUSTOMER EXPERIENCE

UX



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SERVICE DESIGN

BUT, ARE WE BEING AS HOLISTIC AS WE CAN IN OUR APPROACH TO SERVICE DESIGN?

CUSTOMER EXPERIENCE

UX

EMPLOYEE EXPERIENCE

• Employee engagement • HR • Internal comms • L&D • Operations • Systems • Rewards • Recruitment • And other teams



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WE’D LIKE TO TALK YOU THROUGH A BIO CASE STUDY TO ADD CONTEXT

At BIO we do large scale transformation and innovation for both digital and physical services

S E R V I C E T R A N S F O R M AT I O N S E R V I C E I N N O VAT I O N



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WE’D LIKE TO TALK YOU THROUGH A BIO CASE STUDY TO ADD CONTEXT

At BIO we do large scale transformation and innovation for both digital and physical services

S E R V I C E T R A N S F O R M AT I O N S E R V I C E I N N O VAT I O N



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Greyhound came to us with a CX problem

The customer pain points were already identified, but where to start and how to resolve them were not clear.



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WE CARRIED OUT IN DEPTH RESEARCH METHODOLOGIES AS YOU’D EXPECT

COMPETITOR SERVICE SAFARIS

CUSTOMER INTERVIEWS

FRONT + BACK STAGE STAFF INTERVIEWS

DIGITAL ROADMAP REVIEW SYSTEMS REVIEW

SOCIAL LISTENING

SERVICE DATA ANALYSISSURVEY & NPS ANALYSIS

BEST IN CLASS RESEARCH

SERVICE SAFARIS

FRONT + BACK STAGE OBSERVATIONS

DRIVER WORKSHOPS



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BUT WHAT’S INTERESTING IS THE TYPES OF INTERNAL TEAMS WE SPOKE TO

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Viewpoints across the service that gave us a 360 view to get to the root causes of painpoints

INTERNAL COMMS

DISPATCH

BUS MAINTENANCE

TRAINING

VARIOUS LEVELS OF MANAGERS, (e.g. station, regional etc.)

HR

SCHEDULING STATION STAFF

COMPLAINTS / CONTACT CENTRE

SENIOR MANAGEMENTSERVICE LANE (Cleaning)

ROAD FAILURES

DRIVERS

COMMS/MARKETING

PRICING STRATEGY

Teams that interact with customers

Teams that work behind the scenes

Teams that design the service

Teams that support internal engagement



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THIS LED US TO THE CREATION OF A SERVICE BLUEPRINT




Painpoint themes (front stage) +

Root cause themes (back stage)

We created themes allowing us to ideate around the micro and macro pain points. Tackling root causes allows us to tackle longer term + multiple pain points with one solution.



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WE RAN A 3 DAY CO-CREATION WORKSHOPInvolving 49 Greyhound employees

WORKSHOP ATTENDEES We had representatives from all over the business:

• Website • Customer

communications • Marketing • Customer insights • Operations leaders • Customer experience

• Technical ops / maintenance

• Training • Package express • Scheduling • Technology • Customer service



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• HR • Finance • Leadership Security • Tickets • Baggage • Food service • Drivers

We knew how to fix the problems with real innovative solutions. But our biggest challenge…



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HOW CAN WE ENGAGE 10,000 EMPLOYEES?

OUR BIGGEST CHALLENGE

• All in different locations across the States

• Some without access to emails/phones

• Across contractors and perm staff



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LEVERAGING EX KNOWLEDGE

At an organisation level, one of the keys to success is employee engagement and adoption.

By combining CX + EX methodologies, we will improve employee engagement and adoption to offer the best experience, for both the customer and the employee.



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5 STAGES TO HELP YOU IMPLEMENT CHANGE

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In the next slides, we hope to provide a number of EX theories and methods that will help you implement change but also work with these teams in a language they understand. This is in no way extensive.

GAINING INSIGHT

ENGAGEMENT / CO-CREATION

IMPLEMENTATION MONITORING CLOSING THE PROGRAMME



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© Copyright 2017 - Avalyn Kasahara + Veronica Naguib

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GAINING INSIGHT Service designers already have excellent practices in gaining insight. What we’ll provide are ways of framing your employee insights through an engagement lens.



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GAINING INSIGHT

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Assessing 3 types of engagement: (Towers Watson’s Engagement Assessment - 2010)

1. Rational (the thinking part)

2. Emotional (the feeling part) 3. Motivational (the acting part)



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GAINING INSIGHT

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1. Rational 2. Emotional 3. Motivational

Drivers for emotional engagement:

• Demonstrating value • Opportunities for growth • Communicating direction • Setting goals • Allowing mistakes



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GAINING INSIGHT

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ENGAGED ENROLLED

DISENCHANTED DISENGAGED


1. Rational 2. Emotional 3. Motivational



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ENGAGEMENT / CO-CREATIONWe all know co-creation is important on a project level with both employees and customers.

What we’ll look at here are the opportunities to co-create at an organisational level using an industry-standard change methodology with practical applications.



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5 stages of change with 2 to consider before implementation: (Prosci’s ADKAR theory)

1. Awareness 2. Desire 3. Knowledge 4. Adoption 5. Reinforcement



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1. Awareness - Building the need for change 2. Desire 3. Knowledge 4. Adoption 5. Reinforcement



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1. Awareness - Building the need for change 2. Desire - building the want for change 3. Knowledge 4. Adoption 5. Reinforcement



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IMPLEMENTATION We are now prepared with the employee insight and engagement to successfully implement our programme. There are a number of physical and logistical tasks here as part of our Alpha and Beta roll out but we will focus on the people tasks.

We will now consider:

TRAINING RECOGNITION



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TRAINING

How do your employees currently prefer to learn?

How do you provide knowledge at the right time?

How do you incorporate learning in their job?



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RECOGNITION

How do we celebrate the success of individuals or teams that are adopting the change?



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MONITORING This could be at any of the stages of the project (Alpha, Beta or Live). We believe there are two reasons for us to have a monitoring stage:

FOR MEASURING SUCCESS FOR REFINEMENT



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Amount of change required backstage

Buy in from senior leadership

Selling long-term gain for short-term investment

Complexity of internal processes and systems

Demonstrating ROI to the client/senior leadership

MONITORING FOR MEASURING SUCCESS

ROI measurements have been a hot debate in EX teams for years.

On a simple level, people are messy, and behaviour change is intangible.

Interestingly, our survey participants felt that demonstrating ROI to the client/senior management was one of the top challenges of Service Design.

TOP CHALLENGES



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MONITORING FOR MEASURING SUCCESS

ROI ROEReturn on Investment

Return on Expectation



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MONITORING FOR REFINEMENT

1. EX: Observe employees and feedback opportunities to improve adoption and further training requirements (based on employees adoption and engagement)

2. CX: Update on service refinements to maintain training, documentation and engagement (changes based on customer experiences/business requirements)



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CLOSING THE PROGRAMME Service Designers understand the importance of successfully closing a programme. Change methodology supports this, highlighting the risk of change fatigue if it is not done correctly.



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AVOIDING CHANGE FATIGUE

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(Prosci’s ADKAR theory)

1. Communicating the successes and failures of the programme

2. Closing down any change teams or coalitions you have created

3. Closing down communication channels and change portals

4. Handing over the programme to the business as usual teams



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SO WHAT DOES ALL THIS MEAN FOR US?To grow our practices at an organisational level for engagement and adoption, we should continue to drive Service Design methodologies forward, by including Employee Experience practices in our programme and work with EX teams to deliver it.



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WHAT CAN WE DO?

Engage and partner on a strategic level with EX teams at the beginning of your programme. 1



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WHAT CAN WE DO?

Frame your employee insight through engagement levels to choose the correct drivers during communication and co-creation. 2



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WHAT CAN WE DO?

Plan for an extended monitored period after launch to test true adoption at an organisational level for mop up training and other improvements. 3



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WHAT CAN WE DO?

Share measures and results from EX to CX teams for service improvements and from CX to EX for training and internal comms updates.4



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WHAT CAN WE DO?

Formally close a programme and honestly communicate the successes and failures with your employees to avoid change fatigue.5



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THANK YOU


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