Rapid Strategy Development - HDAA Rapid Strategy Preso.pdf · World Class NPS 35‐50 40 80 Student Sat 77‐87 87 94 SCStaff Engagement 59 –71 70 85 First Point Resolution 60‐70

6/06/2014

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Rapid Strategy Development

Steve Miller

Energising the Service & Support Profession

Agenda

Big Picture and Blockages

Simple Strategy Model

Case Study Workshop


Case Study Workshop

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What is Strategy

• Strategy is the chosen path or direction to achieving a goalgy p g g

• A goal is a broad primary outcome.

• A strategy is the approach you take to achieve a goal.

• An objective is a measurable step you take to achieve a strategy.

Example: Financial Service:


• Goal: Stickiest financial planners in Australia.

• Strategy: Provide excellent high value business support

• Objective: All Service desk analysts trained in financial planning

Why is Strategy important

• Strategy is important because it enables an individual or entity to tell gy p ywhere they are, where they are going and the way to get there. It is responsible for the coordination of all activities to achieve a shared vision

• “You’ve got to think about big things while you’re doing small things, so that all the small things go in the right direction.” ― Alvin Toffler.

• Begin with the end in mind Steven Covey


• Begin with the end in mind, Steven Covey

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So what are the blockages?


Ref: IQ Matrix, Adam Sicinski, iqmatrix.com

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So what are the blockages?


Ref: IQ Matrix, Adam Sicinski, iqmatrix.com

Success Hints

• Support STRATEGIC to your organizationpp y g

• Begin with the end in mind

• Don’t deep dive any single component

• Top down and bottom up commitment

• Alignment

• Ambitious but realistic

• Unique


• Create/Sustain/Improve

• Passionate persistence

• Empowered high performing teams

• Project and Org Change Delivery

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Simple Strategy model


Context


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Context


Context

• Alignmentg– Organisation: Customer Experience

– Support: Customer Expeience

• Industry Trends– Multi‐channel, Crowd‐source

– Self‐service, Knowledge reuse

– BYOD

– BYOS

C lid i h d i


– Consolidation, shared services

• Business Drivers– More on Innovation, less on Support

– Quantifiable Service efficiencies

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Context

Guidance themes• Why have 2 when 1 will do

• Customer at the centre of all we do

• Process and operational excellence

• Do it before someone does it to you

• Shift to the left

• Staff Engagement matters

• Knowledge capture and reuse is core to who we are



• Help Customers to help themselves

• Meaningful metrics

• Meet commitments

• Continual Improvements (service, costs, value)

Vision

• An aspirational description of what you would like to achieve or accomplish in the mid‐term or long‐term future. It is intended to serve as a clear guide for choosing current and future courses of action (Business Dictionary)

• Keep it simple and make it powerful

• Be ambitious, paint the future


• Convey the passion

• Make it relevant

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Vision


Tamsin Hinrichsen

Vision

• "Our [Amazon's] vision is to be earth's most customer centric company; to build a place where people can come to find and discover anything they might want to buy online." (Quoted from Amazon.com)


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Vision


Vision

A Vision of an Enhanced Campus Experience and Environment for Student Success and Active Involvement (from University of Pittsburg at Johnstown)

After successfully implementing its New Dimension of Excellence plan, Pitt‐Johnstown has emerged as a leading college with respect to its high quality and supportive campus experience and environment for student success in the real world. We are a leader in this area because we have strengthened the quality of student life programs and enhanced their connection to preparing students for the real world. Our institution has seen a significant increase in the levels of student satisfaction with services provided, strengthening our claim

d f i dl l f i I ll f h U i i h i i


to a student‐friendly culture of service. In all aspects of the University, there is a service‐oriented ethos marked by concern for the long‐term interests and success of students, (including non‐traditional/adult and commuter students), as well as best practices in preparing students for the Real World of the 21st century. Having implemented the key recommendations of the Student‐Friendly Culture of Service Task Force, assessments of our practices and processes show a greater degree of satisfaction with the experience from orientation to graduation.

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Vision Exercise

• Draw a picture that represents your life visionp p y

• You might consider aspects such as location, family, work, finance, sport, health, hobbies, emotional, spiritual well‐being….


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Current Situation

Use Categories e.g.g gCustomer

Staff

Finance

Process

Operational

Technical

Org Strcture


Challenges

FROM TO

Customer oriented Customer obsessed

Best efforts Meet agreed service levels

Duplication of tools and processes Standardised, integrated tools and processes

d ff d d d ff


Limited staff engagement and acceptance of responsibility and accountability

Empowered, motivated staff meetingcommitments

Support is an afterthought Support is strategic

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Strategy

The set of moves to get to your Visiong y

Example: Financial Services

• Goal: Stickiest financial planners in Australia.

• Strategy: Provide Support that is high business value and proactive


Support Strategy

Self ServiceSelf Service

ConsultCoach

Business Support

Prevention

Stay FixedBusinessValue


Stay Fixed

Fix FasterFix

Pro‐activeness

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Success Scorecard

Customer Staff Finance

LoyaltySatisfaction

EngagementTraining days

Cost/ticket

Operations Process Technical

FPRKnowledge reuse

Maturity Duplicate solutions removed


Knowledge reuse removed

Initiatives

High level list of Initiatives required to

Support the Strategy that

overcomes the Challenges


And meets the Vision

And achieves the Scorecard measures

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Initiatives

• Staff trained in Financial Planning

• Establish Coaching and Consulting teams

• KCS, Processes matured on new toolset

• Planner Experience support improvement program


Support Service Strategy Exercise


University Student Support Services

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Background

• Youknee is a prestigious , large University (100,000 students)p g , g y ( , )

• Prides itself on being “Best”, and having the “Brightest” students

• Student Experience (Loyalty) is critical because of reputation, referrals, lifelong learning, and grants past students make to running Youknee

• Efficiency delivery and service quality improvements are an expectation

• Students use support services from separate service desks for HR, IT, Fi St d t Aff i ( h ith 30 t ff) hi h id th i


Finance, Student Affairs (each with 30 staff) which provide their own:– 1st and 2nd level support services

– Accommodation

– Toolsets

– Different and immature processes

– No Collaboration between SD’s

Background

• Student focus group about support services found pain points:g p pp p p

– Multiple contact points

– Inconsistent service

– Expectations not met on delivery

– Insufficient self‐service

Youknee Executive Council Guidance

– Student Experience is core


Student Experience is core

– Standardize, Simplify, Automate

– Set expectations and accountable for meeting them

– Always better, faster, cheaper

– Best is the expectation

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BackgroundMeasure SC Range Uni Industry

averageWorld Class

NPS 35‐50 40 80

Student Sat 77‐87 87 94

SC Staff Engagement

59 – 71 70 85

First Point Resolution

60‐70 70 90

Cost/Ticket $24 $19 $15


/ $ $ $

Self Service % 0‐10 20 50

• Process Maturity 0 or 1 except for Incident which is 3• No Catalog, No Service Reporting by Student, No KCS

Context

• Alignmentg– Student Experience

– World Class

– Efficiencies

– Standardize

• Industry Trends– Consolidated Service Centres


– Multiple Support Channels

– ITIL, KCS

– BYOD, BYOS (Self‐service, Crowd‐source), Tech bar

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Context

Guidance Themes

• Why have 2 when 1 will do

• Customer at the centre of all we do

• Process and operational excellence

• Staff Engagement matters


• Help Customers to help themselves


• Meaningful metrics

• Meet commitments

• Continual Improvements (service, costs, value)

Vision

d

Student Support Experience “par excellence”

Students‐ Service Catalogs

Contact Channels: Phone, email, self‐logging, self‐service, forms, chat

Transactional Support by “Consolidated” Service Centres

Escalated/Specialized Support Groups

IT HR Finance Student Services

SPOC


Escalated/Specialized Support Groups

Standard and integrated Service Delivery and Support Processes:

Standard & Integrated Technology

Quality Management: Workforce Planning, Training, Take‐on management, KCS, Operating Procedures,Engagement, High Performance, Induction

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Vision

Student Support Experience “par excellence”

MultipleContact channels

pp p p

Fix First time Set ExpectationsAnd meet them

Student


Understand Pain Points and fix thempermanently

ObsessedStaff

Loyalty and Satisfactionthrough the roof and climbing

“Technology works for me and is not done to me”

Current Situation

Student Student Student StudentStudent

IT Contact Channels:

IT Transactional Support

ITEscalation

Student

HR Contact Channels:

HR Transactional Support

HREscalation

Student

Finance Contact Channels:

Finance Transactional Support

FinanceEscalation

Student

Student SupportContact Channels:

Student Transactional Support

Student Student Support


Technology

Quality

Processes

Escalation

Technology

Quality

Processes

Escalation

Technology

Quality

Processes

Escalation

Technology

Quality

Processes

EscalationEscalation

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Current Situation

• Multiple contact points to separate SD’sp p p

• No Accountability, SL’s

• Student Loyalty and satisfaction scores are near industry average

• Processes non‐standard and immature

• No Continual; Service Improvement

• No Collaboration across SD’s

• Staff Engagement low


• FPR low, knowledge reuse low

• Cost/ticket is high

Challenges

FROM TO

Many different student support experiences

Single world class student support service

Student Loyalty and Satisfaction average Student Satisfaction and Student Loyalty at world class levels

Best efforts Meet agreed world class service levels

Duplication of tools and processes Standardised, integrated tools and mature processes


Limited staff engagement and acceptance of responsibility and accountability

Empowered, motivated staff meetingcommitments in high performance teams with very high Engagement

Support is an afterthought Support is strategic

Above average operating costs Competitive costs for quality of service

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Strategy

Alternatives considered

• Do Nothing

• Optimise silos of service

• Outsource


• Unified Service Centre

Strategy

Deliver an obsessively excellent student experience by:

D fi i d d li i t i th t t d d t d t• Defining and delivering support services that meet and exceed student expectations

• Unify the different support services– One virtual team covering IT, HR, Finance and Student Services

– One Contact point, multiple Channels of Contact

– One set of integrated support tools

– Process excellence where it matters and effective communities of practice

– Demonstrable Efficiencies

A d D li


• And Deliver– Operational excellence benchmarked against world’s best

– World Class staff Engagement scores

– Continual improvements in Customer Experience outcomes

• Leading to– World Class Student Loyalty and Satisfaction scores

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Scorecard

Student Staff FinanceStudent Staff Finance

NPS > 80% Engagement > 85% Cost/Ticket $15

SSAT > 95% Days Training > 10 Duplicate tools retired

Self service > 25%

Operational Technical Process

FPR > 80% Single ITSM tool % Processes at


target maturity

SL’s met > 95% Avail & Perf targets # Process Owners

User sat with tools # Improvement Releases

Initiatives

Deliver a program to:p g

• Define the Student Experience, embed in Student Service Catalogue and account for the service level commitments made

• Establish a staffed, Unified Service Centre, with standard integrated tools, ITIL and Quality processes with required maturity levels and governance structures and empowered communities of practice

• Inculcate leadership to deliver world class operational outcomes a culture


• Inculcate leadership to deliver world class operational outcomes, a culture of improvement, and world class levels of student loyalty and support service satisfaction

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Summary


Yes, You CAN!!!

Documents

Rapid Strategy Development - HDAA Rapid Strategy Preso.pdf · World Class NPS 35‐50 40 80 Student Sat 77‐87 87 94 SCStaff Engagement 59 –71 70 85 First Point Resolution 60‐70