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Systems Thinking       at AvivaWhat’s it all about?Over the last three years, we’ve beenchanging the way we look after our...
The results:Now, the majority of times we are able to solve a                                                             ...
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[ARCHIVE] Systems thinking


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Over the last three years, we've been changing the way we look after our customers in the UK. We've been creating a culture that puts the customer at the heart of everything we do, simplifying processes to ensure we're providing the best possible service. It's made a difference to our employees and our customers; employee engagement and customer satisfaction have both increased.

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[ARCHIVE] Systems thinking

  1. 1. Systems Thinking at AvivaWhat’s it all about?Over the last three years, we’ve beenchanging the way we look after ourcustomers. We’ve been creating a culturethat puts the customer at the heart ofeverything we do, putting ourselves intheir shoes to ensure we’re providing thebest possible service. Much of this culturalchange has been led by the people whoknow our customers best - those at thefront line of the organisation. We call it‘‘Systems Thinking.’’ A cultural change led by the people who know our customers best.What have webeen doing?Our customer service teams have beenlooking at our interactions with ourcustomers and looking at what mattersto them most at these moments. Wemapped out our processes (sometimes justusing simple post-it note flowcharts stuckon the meeting room wall) and identifiedwhere we could remove complexity. Systems Thinking is now working across a number of areas in the UK.Although it was the customer facing We started in the pension’s area and since then we have rolled it outteams who led the change, it has been to many customer areas including protection, bonds, annuities, healtha true ‘‘one Aviva’’ effort. Our risk, legal, and general insurance.compliance and IT departments have allbeen involved to ensure our approach And we’ve removed targets. We’re not driven by deadlines and callrevolves around customer needs rather volume targets anymore. The most important thing to us is that ourthan internal processes. customers are satisfied by the service they receive and recommend us to their friends and family.
  2. 2. The results:Now, the majority of times we are able to solve a Case study:customer’s query during their first telephone call to In 2009, it took us on average 29 days to payus, ensuring the customer is instantly satisfied with customers’ money to them when they made aour service. We take fewer calls as a result, making withdrawal from an investment they had with more efficient as a business. By looking at the old approach with fresh eyes and removing unnecessary steps, we have reduced thisOur employees feel more empowered. They can build time to payment within four days during 2011. Westronger relationships with customers and have the skills are now able to take the customers’ instructionsto make the relevant changes to our systems to make over the phone and pay directly into their bankthings better for customers. They have gained broader account. As a result our Transactional Net Promoterskills and engagement scores have risen as a result. Score® for paying monies to customers has increasedBut most importantly, we now make decisions from the by around 90 points in the last three years. Thiscustomers’ perspective. We’ve looked at their experience has all been achieved simply by redesigning ouras a whole, rather than each process in isolation. approach and building capability in our people to provide customers with what they need rather thanl Customer satisfaction has improved. through major change projects or IT investment. Systems Thinking has delivered a 26 point improvement in our Transactional Net Promoter Score®* in the UK.l It has delivered millions of pounds worth of cost savings across the UK business.l Redesigning the way we respond to customers helped us deal with many customer enquiries in just one call and reduced the number of complaints. As a result call volumes into the life policyholder contact centre fell by 16% during 2011. A team who made a difference: The ‘Monies Out’ teaml Employee celebrating at the grand final of our engagement has increased and during annual employee innovation tournament, the Aviva 2011, the Aviva UK Direct Insurance team saw Customer Cup employee turnover reduce from 40% to 17%.How do we measure success? The journey continues:To measure how well we are improving our Systems Thinking is now being used in morecustomers’ experience with us, we use Net Promoter areas in the UK and we plan to start using it inScore®, a score based on our customers’ answer our European and North American businesses into the question “How likely is it that you would 2012. And where we are already using Systemsrecommend Aviva to a friend or colleague?” using a Thinking, we continue to look at what ourscale of 0-10. We calculate Net Promoter Score® by customers need from us, working every day totaking the number of customers who are promoters improve our service to them.and subtracting the number of detractors.*Transactional Net Promoter Score® in existing annuity business, Q4 ‘10 compared to Q4 ‘11.® Net Promoter Score, Net Promoter and NPS are registered trademarks of Bain & Company,Satmetrix Systems and Fred Reichheld.SYSTHINK_34676 01/2012 © Aviva plc