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Experience led transformation at Qantas
Adobe Symposium 2018, Sydney
Nandor Locher - Head of Digital, Qantas Airways | Erik Hallander – Managing Director, Isobar
Heading
Where we find ourselves01 /
Moving mountains02 /
Tangible benefit03 /
Lessons from climbing mountains04 /
Where we find ourselves
Qantas Airways
Incredible complexity and scaleDistributed digital teams and broad stakeholder community across the Group
Challenges of alignmentInconsistent approach across teams, departments and crafts
Large digital operationsEcosystem of digital channels and assets generating over $3b in revenue
One of Australia’s most well-known and trusted brands. Large organisation with incredible complexity, catering to the needs of a broad range of customer segments as well as an array of internal stakeholders.
Everything around us
Advances in digitaltechnology is
impactingevery sphere of life
Customer expectations
are changing driven by “best
in class” digital experiences
We are facing stronger
competition from a broadening range
of players within the travel industry
Channel mix and booking
behaviours are shifting
What is the case for change?
Speed to Market Value Creation Effectiveness Agility
Innovation Competitive Differentiator
Internal Business Partner
Digital Employer of Choice
Digital Transformation
Digital Experiences (The What)Transforming Qantas’ digital experiences across all touchpoints along the customer journey
Digital Technology (The Enablers)Continuing the transformation of our technology platforms and capabilities
Digital Operating Model (The How) Fundamentally changing the organisational structure, the way we work, think and engage
Digital transformation at Qantas consists of several dimensions and has 3 core programs of work, covering the WHAT, HOW and ENABLERS
Moving mountains
The vision for Qantas Airways
“We create the future of travel through world-class digital experiences”
Culture
Leadership & decision-making
Prioritisation & funding
Structure
Measuring performance & success
Capability & education
Technology & tools
Ways of working
A holistic transformation:8 pillars
Building a strong business case
Investments in a world-class digital organisation and capabilities will create value for customers, the business and employees.
Unlocking Value
A key foundation for the new model is to move away from project-based funding to capacity funding and persistent teams
Capacity Funded Teams
Digital is a core enabler of the broaer CX strategy. Putting the customer in the center of all considerations and commit to investment into customer experience.
Customer Strategy
Customer centric, Cross-functional Domains and squads
Domain Domain
Squad Chapter Guild
Ways of working
We embrace a culture of failing fast, often and with value in a structured process, informed by multiple data sources leading to creative, innovative and constantly improving solutions that encompass the entire spectrum of customer experience.
Desirability
Viability
Human Centred Design
Feasibility
Agile
Startup Thinking
Technical Excellence
Culture
Focus: Culture
The scope and nature of the culture challenge
Emergent, amorphous,changes over time
Tactical, problems have obvious solutions, known outcomes
Key Challenges
● Leadership
● Ambiguity fatigue
● Change fatigue
● Lack of understanding of scope and scale of transformation
Culture change is a “cloud problem”, not a “clock problem”.
Organisational belief: Structure, Vision, Governance
01 /
Team belief: Ways of working, alignment, team dynamics
02 /
Professional belief: Mastery, future skills, quality & craft
03 /
Self belief: Fulfilment, wellness, purpose, social connections
04 /Self Belief
Professional Belief
Team/Group Belief
Organisational Belief
Creating a culture of alignment and autonomy
Qantas group vision
Target CX Vision
Digital Vision
Transformation Vision
Focus: Leadership
Key Challenges
● Leadership capacity
● Prioritisation of transformation vs. BAU
● Capability. skills & experience
● Change management
● Thought leadership and co-creation
● Cultural change
● Accountability and ownership
Leadership challenges
Modelling leadership
Servant leadershipInvolving others as a priority, aim to serve the team and remove obstacles
Psychological safetyIt’s okay to be wrong, to not know the answer, to not understand
Alignment on visionEvery leader across the business able to stand behind the vision and purpose
Shifting an entire operating model depends greatly on the leaders attached to the business.
A significant effort was placed to ensure key leaders are brought along to see the benefit of how Qantas aim to work for 2018 and beyond.
While skilled in their area of expertise, many leaders are not experienced in change management. Support is crucial.
Focus: Scale
Size and scale of the transformation increases complexity significantly and is a key aspect to be managed
01 /
Digital teams are deeply integrated across the business and need to operate alongside enterprise processes
02 /
Start small to test and learn, but scale at speed and with determination to get the job done and avoid change fatigue
03 /
Change at this scale needs time to be fully embedded. Be pragmatic and patient about the journey. .
04 /
Tangible benefit
Early signs of success
● Greater collaboration and engagement across teams and with stakeholders
● Speed to market through frequent iterative cycles increasing
● Improved value-based prioritisation and transparent demand management
● Increased sense of accountability and ownership amongst teams, driving employee engagement
● Growing focus on addressing customer pain points and improving customer experience
Lessons from climbing mountains
Do
Invest in the HOWIt will unlock the
WHAT
Seek holistic change
A new tool or platform does not sufficiently change
the business
Champion autonomy
Limit hierarchy, give staff missions and
make sure they are given freedom
Align everything Values, vision, CX
and transformation are all linked, and need to align for
people to fully see the benefit
Do not
Mistake technology for transformation
People are always our biggest assets.
Always. Change starts with people.
RushHolistic change is
time-consuming by design.
Forget leaders While leaders are generally ‘bought
in’, don’t underestimate effort required
Be a lone wolf Find great partners to help you execute, and focus on what’s
important
“We create the future of travel through world-class digital experiences”
Thank you