Presentation it leaders forum (vic)
โข
1 likeโข654 views
Presentation to the VIC IT Leaders Summit on RACV Digital Journey.
Recommended
Recommended
More Related Content
What's hot
Similar to Presentation it leaders forum (vic)
Similar to Presentation it leaders forum (vic) (20)
Recently uploaded
Recently uploaded (20)
Presentation it leaders forum (vic)
- 1. RACV Transforming to a Digital Member Organisation 21 July 2014 Chris Rathborne eBusiness & Membership Systems
- 2. Emergency Home Assist Home Security Golf Insurance Members Emergency Roadside Assistance RACV Club Leases and loans Debentures Membership is the heart
- 3. Member Benefits distributed Years of Membership Benefits $109m per year Free2go $2m per year Motoring Products $2m per year Show Your Card & Save $20m per year Tourism & Travel $1.5m per year Royal Auto 19 m Mags Per Year RACV Resorts $5m per year Advocacy $5m per year RACV Shop Merchandise $1m per year
- 4. โฆ.and to serve members effectively Members can choose their channel Members choose the service that suits them Product areas can market their channel of choice
- 5. Challenging status quo โฆ.
- 6. The emerging digital culture
- 8. The Member contact Challenge More than 10m activities per year Largely unproductive Changing details involved at least 2 departments The more valuable the member โ the more product systems and departments
- 9. The Solution โ Cornerstone & OMT
- 10. โข Member focused systems enable My Membership Online โข Portfolio approach for members to manage their products and services. โข Capability deployed to all mobile devices. โข Will provide online options to purchase new products and vary existing holdings. My Membership Portal An online platform which allows members to manage their RACV portfolio when and where they chooseโฆ..
- 11. Objectives of Digital Strategy โข Provide value added content and functionality for members โข Let members manage their RACV portfolio โ My Membership Manager โข Communicate the member value proposition โข Establish platforms for members to communicate with each other 12 Month Metrics 115k pages of content
- 12. Enterprise Distribution of Content Websphere Content Management
- 13. RACV Mobile Development Fuel Information via mobile RACV & website: ๏Real time, searchable and when/where members needs it ๏Directions to nearest discount outlet ๏Trend analysis to assist membersโ understanding of prices ๏Available desktop and mobile devices for convenience ๏Mobile site has 47k visits per month SYC&S Mobile Application ๏Fully searchable on the move ๏GPS located partners including directions ๏Real time โhot offersโ to members on behalf of partners ๏Compatible with interstate partner programs ๏60k downloads
- 14. Connected Vehicle - TELEMATICS
- 16. Challenges for a digital organisation โข People challenges. โข Going on the technology journey is like telling a child you are going on a magical journey.
- 18. Challenges for a digital organisation โข People challenges โข Understand the building blocks you have. โข Understanding and driving ability and capacity for change. โข Internal processes can be very slow. โข People may not be ready. โข Assessment of technology needs and application โข Pace of technology change โข Consumer expectations are increasingly current โข Staff in an organisation are consumers.
- 19. So what do you do? โข Fair assessment of digital needs and capabilities โข Take time to thoroughly understand the journey ahead โข Its often seen as too simple or too complex โ make sure. โข Emotions affect the journey and the performance โข Be sure to take the journey together โข Listen to all sources of information internal and external. โข It is a long game โ where one day โeBusinessโ will simply become โBusinessโ โข Businesses will just think digital.
- 20. Current Developments โ the way ahead Online Claims Management Smarter Mobile Applications โ mobile commerce More Connected Vehicle Features Digital Membership CardsMembership Portal Releases Roadside Assistance
- 21. Thank you for your time @chris_rathborne au.linkedin.com/in/chrisrathborne About.me/chris_rathborne
Editor's Notes
- Created in 1903 to promote and advocate for the motoring community and provide services. RACV has grown over the last 110 years to now have more than 2.1m members and 33,000 club members. I would like to share a bit more about RACV and membership to set the context.
- You can become a member through one of these product areas We also have 7 resorts across the eastern seaboard offer a range of tourism travel and ticketing products.
- RACV had many business successes. RACV went from being consistently unprofitable in the early 2000โs โ to one that had been turned around. There was a major change in the organisation. The key to this change was a major cultural shift to an organisation where everything was: - Meticulous planned - Had strong governance and controls - consistent execution and delivery to a 12 month plan. - each business within RACV has complete accountability. Which means that through an internal pricing structure, each business unit can market their product through the channel of choice. The changes have worked, and profitability returned. It is only in the last 10 years that we have started to purchase resorts and undergo multi-million dollar refurbishments of current ones. But to a digital native growing in a digital cultureโฆ.
- This became part of the RACV DNA and there was some very strong upsides to the approach, it brought dependability, predictability and accountability. When you think about all things digital, and technology those cultural traits are often at ends with this and it would seem that there are constraints.
- When you think about tech giants such as Google and Apple it is genuinely difficult to see them planning meticulously each new product initiative for 12 months in advance. RACV for example develops a strategy for the next 3 years. In tech terms, the last one was delivered in 2010 and ran for three years. During the time of the corporate plan: iPadโs and tablets were not only released โ they exploded. Media content being consumed online has exploded. Social media has become more effective for news than newspapers themselves. Mobile phones have become prolific in our every day lives. Research (Gartner? One of the brains trust far more clever) determined that our mobile phones are never more than a meter away for more than 90% of the day. We are sleeping with them (there is an app for that). To give you an idea of how fast this has becomeโฆ.
- This infographic represents 1 minute of internet time. So while the digital environment seems to have been going faster and faster over the last 10 yearsโฆ lets get back to our cows.
- RACV was completing more than 10 million activities each year on behalf of members. It was largely unproductive A simple phone call involved at least one channel and multiple call centre teams. Even changing an address or bank account number would often be referred to at least two departments. If there was a deeper relationship โ then there could be three and four areas the caller would go. This was driven by the fact we had at least 8 major back end systems that did not talk to one another. The complexities of a common member communication is obvious, let alone the legal and compliance issues.
- The cornerstone project ran for just over three years including the planning and development and had the following outcomes: Common member view of a member with all their product holdings in one screen. Refined processes as all frontline staff can access and change details across all systems. Improved help and processes to assist staff to upsell, cross sell and talk about products. But most importantly for the second step โ it provided the foundation for the Online Member Portal which was the next major organisational change.
- Members will have access to full details of their portfolio with RACV via web and mobile devices. We have taken the portfolio approach to emphasise the relationship beyond the individual product holdings. Our approach on delivering this has been to separate two key functions. User Design Technical delivery. We did this for a number of reasons. We wanted user design to focus on the experience and processes we wanted to deliver to the member. We wanted to make the most seamless and user friendly experience. We DID NOT want to be driven by system constraints during that design process. The experience has told us, if you combine the two โ compromises are always made to suite the system. We also found that the business units engaged the process and screen design project steps with greater enthusiasm. It was something they could hold on to, grasp and understand. The next major change was to our processes. The cornerstone project took 3 years. While the technology advances to the organisation are powerful, what it did to the the organisationโs culture was even more interesting. Internally, it became โTombstoneโ. It took so long to deliver. Just one example, the screen designs were agreed and built in 2007 using Internet Explorer 6. By the time the project was completed in 2009 โ IE 8 was available and IE 9 was about to be delivered. Other applications required these so the organisation had to keep moving. The problem was that the designs for IE 6 would not work on IE 8 due to the changes in browser behaviour, security and functionality. Technology had moved faster than the organisation requiring a substantial rebuild of the front end. So rather than take 2+ years for the OMT project, we decided to deliver it in a series of releases. Its sort of an agile methodology in that we could waterfall each release, to include learning along the way. But our governance still requires planning and execution of the waterfall approach. The benefits have been huge. Not only have we delivered on releases. We have managed to get through other changes along the way which has helped. There has also been a much more positive response to the deliver of the portal and how it is embraced. Again, there has been challenges, but we keep learning. Omt challenges When the project was designed, the iPhone had not been released, in fact it came out only a few months before all requirements were approved. Hence the portal is not โresponsive designโ. We had new features in there, that were โdescopedโ for a perception that it was a โfadโ.
- The people challenges are often the greatest. Have you ever been to another part of your organisation. You have this great idea. Something really fantastic and you share this with them. Its embarking on a technology journey. Their eyes light up.
- All they see is the destination Great new mobile app, with all the trimmings. Google glasses. Some new function that connects my phone to everything we have and then some. They completely forget that there is 15 hours of flying, airports, luggage and hotels to get to the promised land. And then they get disheartened. Some lose interest. The speed to market with so many innovative products has deeply affected peoples expectations. The experiences are thereโฆ New vendors every week โhey we can build this great app for youโ.
- The first โ its about the technology that you have. Understanding what is really there, and what it is capable of within your systems. People note ready - Google Glasses โ Roadside assistance potential - was not seen as something useful for them - iBeacons โ Resorts โwhat will we use that for?โ
- The first โ its about the technology that you have. Understanding what is really there, and what it is capable of.
- And more importantly, these are bing driven by the businesses. โ not just being developed by a central team.