D I S R U P T I V E S E R V I C E

A P P R O A C H E SA S K A D E L A I D E I N N OVAT I O N H U B

ASK ADELAIDE

• “Innovation happens when you effortlessly ignore mind-limiting barriers and

laugh at conventions that are mere form” (Chip Bell, creating awesome experiences

through innovative service).

• Ask Adelaide and Hub Central provided a great cooking pot where

lots of ideas can be tossed in and you watch what ideas connect with

the students that use the services and space.

ASK ADELAIDE

• No magic spell to make it all happen

• No road to success to follow

• No trendy buzz words to spin

• It is about following through on your service ethos and developing a

culture designed for customer outcomes and success.

DISRUPTION @AS K ADEL AIDE

• Every wave of change has its casualties - and through shifts in

education, economy, technology acceleration and business change, all

staff are facing a very different career horizon to that of just a few

years ago.

• Staff need to understand that changes within jobs are the norm and

focus on how they are able to adapt and refocus their skills and

career path accordingly.

• Foot in the door, work no more - Competency based hiring is now

essential and a focus on risk management and future proofing

SERVICE IS SERVICE?

WHAT’S DISRUPTING OR SHOULD I SAY DISTURBING ?

MOVE FROM CUSTOMER SERVICE TO CUSTOMER SUCCESS

• There are certain experiences that have higher levels of frustration or

need for support. The goal of a customer success program is to

ensure that the customer has success (i.e. retention), enrols (i.e.

recruited)

• For example, we now have planned ‘on-boarding’ with reduced

touchpoints, a timetable app, knowledge base questions, an enrolment

clash form, course planner on the web, chat and face to face support.

• These eliminated frustration students might have experienced as they

try to enrol (good for the student) which would keep our support

transactions to a minimum (good for my budget/ the University )

AI AND IA ARE EQUALLY IMPORTANT

• AI and self service won’t necessarily take over the human function,

although in some places it can and will.

• However, it will assist customer support people, becoming an IA , or

Intelligent Agent.

FACE TIME O N C E U P O N A TIME KN O WN A S A S TA F F MEETIN G

• A fortnightly meeting which goes between 2 to 4 hours

• All service stays open covered by casual staff (starts early on quietest day of week)

Consist of –

• The Bun Fight – or managers report

• The Hootenanny - what's happening in the next few weeks

• LFFU – learning from f…k up’s

• Kick Backs – what's making us feel good

• Caucus – assigning special projects and allocating tasks

• Colloquium – Guest presents information (1x30min or if boring topics 2x15)

• Confab – whip around the room to check in on a personal level

• Conclave – split into SME areas; or Huddle project groups; or Parley facilitated meeting to resolve conflict in service delivery; or Rally session to inspire enthusiasm; or Panel discussion with invited students to explore service, or TIM-TAM Trial Immediate Measures - Team Alignment Meeting (getting your ducks in a row requires discussion, not brainstorming), Sunset clarify the team vision, and reinforce commitment to it.

WHAT IS IMPORTANT TO RECORD (MINUTES OF THE MEETING)

THE AGE OF DISRUPTION

• Disruption in services for students is not about replacing the crappy

end of well-defined processes and procedures. It’s about redefining a

quality experience in a much more complex world of knowledge than

that from which most current support models were designed.

• Customer experience improvements require service models built

around a continuous student lifecycle that allows improved

educational outcomes

W H AT W E N O W K N O W

DIVERSE FEEDBACK

• If you give a diverse range of students a chance to provide feedback,

they’ll let you know what they want. If you only access lobby groups

or who you think your customer is, you will miss many opportunities.

• There are many reasons why organisations don’t experience the

customer engagement they crave. One of these reasons is that they

don’t randomise engagement. You often get a ‘similar’ type of person

who actively engages in feedback. Flash focus groups, iPad ‘in user

space’ surveys, online chats all provide real time / real customer user

feedback. Simple methods, such as flash focus groups, pizza for

comment are truly successful.

DISRUPTIVE SERVICE APPROACHES

• Working at Ask Adelaide, an environment of fast failure requires

different skills than operating in a traditional "run and maintain"

workplace.

• Failures in our team can rightly be considered “good,” because failure

provides a valuable new knowledge.

• The right kind of goals produces good failures quickly. At Ask

Adelaide you have "permission to fail" as an enabler that allows you to

push organisational, personal, and technological barriers.

• Our ability to find out about and help resolve problems depends on

our ability to learn about them.

Disruptive Service Approaches

DISRUPTIVE SERVICE APPROACHES

• The courage to confront your own and others’ imperfections is

crucial to solving the apparent contradiction of wanting neither to

discourage the reporting of problems nor to create an environment in

which anything goes.

Disruptive Service Approaches

DISRUPTIVE STUDENTS WE SERVE PERSONAS & JOURNEY MAPS A N D O T H E R C X S T U F F

• A new look at who we deal with!

• What's different about students?

• What did me miss?

• (1%er’s)

AN INABILIT Y OF CONSCIOUSNESS TO DISTINGUISH REALIT Y FROM A SIMUL ATION OF REALIT Y, ESPECIALLY IN TECHNOLOGICALLY ADVANCED POSTMODERN SOCIETIES

http://hyper-reality.co/

THE CONS UMPTION OF GOODS FOR NON -FUNCTIONAL PURPOS ES AND THE AS S OCIATED S IG NIFICANT PRES SURE TO CONS UM E THOS E G OODS EXERTED BY THE M ODERN, CAPITALIST S OCIET Y, AS THOS E G OODS S HAPE ONE'S IDENTIT Y.

S HARING RE -INV ENTED THROUGH TECHNOLOGY. PEER TO PEER, M ARKETPL ACE, BIKE S HARING AND S CARY THINGS LIKE LECTURE SHARING

V ISUAL TERRORIST US E IM AGES AS A PROPAG ANDA TOOL AND S HAPE BEHAV IOUR WITHIN THE S OCIET Y

• The Disney Dream –

• 95% think, “fuck the Nobel

prize, I want the princess”

OUR SPACE - THE MIDDLE GROUND

• Past Vice Chancellor ‘times higher ed’

– “Students graduate with the attention span of a tweet”

• Student Representative on social media

– “Overpaid University bureaucrats have no idea what we want, nor any

idea how to say it in 140 characters or less” (112 Characters)

EVIDENCED BASED DECISION MAKING – BIG DATA

EVIDENCED BASED DECISION MAKING –BIG DATA

CUSTOMER CENTRIC SERVICE

EVERYTHING IS CHANGING –EXCEPT STUDENT SUPPORT

AND BENCHMARKING

• Do you design your service around out of date service standards or

customer outcomes. Do you make your service the same

(benchmarking works) or different (diverse and learning from failure).

Examples (there are many)

– Different service culture (i.e face to face staff will never wear a name

badge but always shake your hand and introduce themselves (and have a

TV with their name on it from where the have conversations with

customers). (Score Zero in benchmarking assessment criteria)

– Exceed the maximum wait time of four minutes (however, customers

presented with IVR options to resolve/ self help most common

problems). Decision made to move resources from phone to chat as

greater ROI for both customer and service. ). (Score poorly in benchmarking

assessment criteria)

EVERYTHING HAS CHANGED – OR HAS IT?

EVERYTHING IS CHANGING!

WERE CHANGING SUPPORT MODELS USING DESIGN THINKING MODELS

Show how Side by side

Invest in showing self service

Building support brand Build relationship Side by side

Service hours that reflect student use and needs, not staff desire to work 9 to 5 weekdays

Show we care

LITTLE THINGS BUILD CREDIBILITY

IT’S OVER!QUESTIONS

• Cool examples below

I N T E L L I G E N T F A S T F A I L U R E ( I F F )

M E T H O D O L O G Y A N D C H A N G E

D X V X I = C

TALKING WITH STUDENTS TO WORK THE EQUATION

WORK THE EQUATION

D x V x I =

D = Dissatisfaction or pain

V = Vision or question and answer

I = Implementation and doing

Change

WORKING THE EQUATION UTILISING INTELLIGENT FAST FAILURE ( IFF)

•G

et C

reative

IDEA

PAIN

?

D x V x I = C

STOP - CHECKIN•

Man

aging tim

e

Definition of innovation: Spotting where

the future may diverge from the past

Data needed from future does not exist

Roadblock - Do we build something new or

manage what we have already got (growth

gridlock)

Manage risk through action

USER FEEDBACK

WORKING THE EQUATION UTILISING RAPID INTELLIGENT FAST FAILURE (RIFF)

•If w

e fin

d a b

roke

n

part an

d fix

it, the

whole

will b

e fix

ed.?

Break Pain into

parts and analyse.

What needs to

change, part(s) or

whole

IDEA

PAIN

?

D x V x I = C

•Effe

cts how

you se

ll the

solu

tionIDEA

PAIN

?

Who

Cares?

D x V x I = C

•N

eed to

be “D

REA

MY

” don’t

box it in

IDEA

PAIN

?

Who

CARES?

BrainStorm Solution(s)

D x V x I = C

•M

UST

CR

EA

TE V

ALU

E

IDEA

PAIN

?

Who

CARES?

Solution(s)

Value

Created?

Reduce inefficiency

Save Money

Increase ROI

Rights a Wrong

Promote Equity

Saves Time

Prevents Problems

Improves Enterprise

Supports learning

Channel Shifts

Creates Happiness

NEX

T

D x V x I = C

STOP - CHECKIN•

Figh

t rele

ntle

ss force

s that slo

w yo

u

dow

n an

d sap

your e

nergy

Advanced Leaders -The only thing certain is uncertainty.

Exploration and innovation is a high variance activity.

Sees role as leader not only of people but of a portfolio of

innovation opportunities – expect failure to reach success. Keep

projects small and affordable until you have better data

Past Leaders– standardised low variance results. Careful

execution of service in a predictable environment. Talented

people with focus on efficiency and control

•T

EST

WIT

H R

EA

L U

SER

S

IDEA

PAIN

?

Who

CARES?

Solution(s)

Value

Created?

Reduce inefficiency

Save Money

Increase ROI

Rights a Wrong

Promote Equity

Saves Time

Prevents Problems

Improves Enterprise

Supports learning

Channel Shifts

Creates Happiness

PROTOTYPE (UAT

TEST) talk to end usersNEX

T

R

E

J

E

C

T

D x V x I = C

•N

O =

STO

P an

d L

earn

•R

ew

ard n

o’s an

d ce

lebrate

learn

ing

IDEA

PAIN

?

Who

CARES?

Solution(s)

Value

Created?

Reduce inefficiency

Save Money

Increase ROI

Rights a Wrong

Promote Equity

Saves Time

Prevents Problems

Improves Enterprise

Supports learning

Channel Shifts

Creates Happiness

PROTOTYPE (UAT

TEST) talk to end users

ValidationYes = develop

No = learnNEX

T

D x V x I = C

•N

O =

STO

P an

d L

earn

•R

ew

ard n

o’s an

d ce

lebrate

learn

ing

IDEA

PAIN

?

Who

CARES?

Solution(s)

Value

Created?

Reduce inefficiency

Save Money

Increase ROI

Rights a Wrong

Promote Equity

Saves Time

Prevents Problems

Improves Enterprise

Supports learning

Channel Shifts

Creates Happiness

PROTOTYPE (UAT

TEST) talk to end users

ValidationYes = develop

No = learn

METRICSHow are you going

to measure?

NE

X

T

D x V x I = C

Dissatisfaction (pain)

Vision

Implementation

CHANGE

EXAMPLE

D x V x I = C

•R

educe

d 8

,211 tran

saction p

er

year

Using

Printers

?

Students &

Management

Posters on walls

Instruction on Digital Media

TV at site on wall with

instructions

Value

Created?

✓ Reduce inefficiency

✓ Save Money

✓ Increase ROI✓ Rights a Wrong

✓ Promote Equity

✓ Saves Time

✓ Prevents Problems

✓ Improves Enterprise

✓ Supports learning

✓ Channel Shifts

✓ Creates Happiness

1 * TV @ $300(5 locations =$1,500)

talk to end users

ValidationYes = develop

No = learn

METRICSRecord transactions

ROI =8,211 * 4 minutes

=547 hours

=around $20, 000 per

year salary savings

repurposed to other

value adds for students

D x V x I = C

WORKING THE EQUATION :EXAMPLE U TIL IS I N G R A P ID IN TEL L I G EN T FA S T FA IL U R E ( R IF F )

•R

educe

d 8

,211 tran

saction p

er

year

June July Aug Sept

2013 778 941 2360 775

2014 337 672 617 480

0

500

1000

1500

2000

2500

Nu

mb

ers

Printing and Scanning transactions:

Snapshot

With follow you printers

in the Hub we were

dealing with thousands of

‘how do use’ follow you

printing and scanning

transaction each year.

By purchasing and

installing 5 TV’s at around

$300 each and running a

video on how to use the

different components of

the system we have seen a

drop in these types of

transaction of around 40%

D x V x I = C

CONTINUE?

= IW H E R E :

M S = M E A N I N G S H A R I N G

S M = S E N S E M A K I N G

D M = D E C I S I O N M A K I N G F R O M C O L L E C T I V E E X P E R I E N C E

I = I N N OVAT I O N

MS + SMDMCE

MEANING SHARING

SENSE MAKING ?’S

COLLECTIVE EXPERIENCE

DECISION MAKING F R O M

COLLECTIVE EXPERIENCE