Speaker: Carl Lyon, Managing Director & Tim Kitchener, Lead Consultant

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Carl Lyon & Tim Kitchener
Three case studies that cover a range of digital experiences
IMPLEMENTING DIGITAL EXPERIENCE

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KCOM
DIGITAL ASSISTED CULTURE
THE FOLLOWERS’ REVOLUTION
VODAFONE GROUP DIGITAL
PLANNING FOR 24/7 ASSISTED SERVICE
CURRENT PROJECT
WITH A LEADING UK PLC
IDENTIFYING THE NEED FOR REAL TIME
REAL WORLD KNOWLEDGE

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VODAFONE GROUP DIGITAL
PLANNING FOR 24/7 ASSISTED SERVICE

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Context
For omni channel billing to become a reality, Vodafone - like many others - needs
to break the traditional service model
Challenges
Closing gaps in digital capabilities and increasing customers’ knowledge and
understanding of increasingly complex products and services
Opportunity
Digital self and assisted service satisfies transactional and information queries
Direct service channels convert the opportunity created by an ever more
confident digital customer base
Companies are increasingly recognising that people are the route to success
THE OPPORTUNITY IS FAMILIAR, THE SOLUTION IS NOT

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• Close gaps in existing digital billing capabilities
• Build a more digitally confident and knowledgeable direct support service
• Help customers to re-visit digital self and assisted service channels
• As understanding grows, increasingly more complex information is delivered
through digital channels
• Direct service channels develop cumulative capabilities to convert
opportunities provided by the expanding and confident digital customer base
• People enabled omni channel becomes a reality
THE SOLUTION

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NEW SERVICE MODEL
Back

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KEY OUTPUT AREAS FOR VODAFONE
Digital Transformation
Establish a dynamic customer focused
capability and knowledge update process that
provides sustainable digital task completion
Vodafone Service People
Support front line empowerment CARE Flight
programme and provide a framework that
develops a digital first behaviour pattern for
customers and employees
Customer Services
Deliver improved customer resolution in the
most appropriate self, assisted or specialised
agent team environment and reduce the need
for local knowledge based workarounds

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INCUBATION HUB
Explore
Incubate
Needs
Innovate
Motivate
Analyse
Experience
Collaborate
ARTIFICIAL INTELLIGENCE
A concentrated flow of real world, real time experiences, knowledge and opinions combine with
intuitive tooling to optimise real time resolution and extrapolate permanent solutions
Every new participant has an exponential effect on the quality and quantity of outcomes

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KCOM
DIGITAL COLLABORATION
DRIVING CX

10. meet…..
When…..
A personal reflection

11. How did it start?

12. • Stealth deployment by IT department in 2008
• No announcement
• No marketing campaign
• No rules
• No moderation
• No restrictions on who can join
• No restrictions on creation of groups

13. What happened next?

14. • For 3 ½ years Yammer lay dormant
• From November 2008 to June 26 2012 only 27 people signed up
1
3
2
4
1
2
10
3
1
0
2
4
6
8
10
12
new users joining Yammer

15. 27June2012

16. 91
460
111
79
58 58
38 29 26
14
0
50
100
150
200
250
300
350
400
450
500
Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13
New users joining Yammer
• Nothing for 3 ½ years then an explosion of interest
• 539 people signed up between 27 June and 27 July

17. What lit the fuse that
caused this contagion ?

18. We asked a bunch of people around the business
Was it just a Sasquatch music festival 2009 man on the hill moment?

19. Nothing more than a digital water cooler
for location independent workers?

22. What happened next?

23. • Until 2015 Yammer users remained concentrated among
distributed communities
• Those that had daily face to face were still invisible on Yammer
• In April 2016 the platform was integrated within the Intranet
• It became the sole source of information for an impending re-brand

24. My reflections
• A great source of real time real world knowledge
• But it needs a purpose
• It has to be usable and useful
• Common platform for all
 Builds influence – cross functional/departmental - around expertise and knowledge
 Content – real time real world – uncovering the real issues
 Innovation – when you have many voices sharing ideas, it’s almost inevitable
 Invites comment and debate generating perpetual creativity and engagement

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CURRENT PROJECT
WITH A LEADING UK PLC
NEW CUSTOMER VISION AND
STRATEGY PROJECT

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Origination
Group
Exploratory
Exploratory
Exploratory
Exploratory
Background investigation
Validation
Envisioning
Formulation
PERPETUAL THINKING IN ACTION
Leadership
16
December
Final vision and strategy
documentation completed

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FOUR CONSISTENT THEMES
Conflict in purpose - consistent service or service recovery?
Customer segmentation and stakeholder relationships - don’t reflect journey criteria
The challenges of embedding the customer
Knowledge, decision making and taking responsibility
INSIGHTS FROM WORK ON DEFINING NEW VISION AND STRATEGY
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4
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2

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WHY IS THIS NOT EMBEDDED?
• Partnership structure too often separates planning and delivery
• The organisation is on a journey from full public sector to full private sector
 Culture, innovation and commercial pragmatism
• The organisation takes responsibility, individual responsibility is variable
• The organisation has developed a tell environment, not a thinking environment (safety and context)
INSIGHTS FROM WORK TO DATE
More
3

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KNOWLEDGE, DECISION MAKING AND TAKING RESPONSIBILITY
• Real world, real time knowledge, ‘the fifty shades of fact’
• Contextual knowledge drives lean organisations
• Top down approach drives narrow responsibility syndrome (NRS)
• Process dominated organisations are comfortable places to work but engender low
trust, low self belief and individual empowerment
• True debate and associated dynamic decision making is rare
• Tendency to move quickly to planning actions, drives a culture of being busy rather
than achieving outcomes
INSIGHTS FROM WORK TO DATE
More
4

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THE SERVICE CLIFF
Consistent experience
Incident
Normalisation
Temporary uplift
Back

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TODAY’S PLANNED WORK SERVICE CLIFF
Consistent gas on experience
Notification
The first shovel
Works finished
A
B
C
Normalisation gas on
Temporary uplift score
Back

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SOURCES OF REAL WORLD REAL TIME KNOWLEDGE
Consistent gas on experience Normalisation gas on
A
B
C
D
E
WE NEED TO CAPTURE AND SHARE REAL WORLD REAL TIME KNOWLEDGE A - E
Notification
The first shovel
Works finished
Temporary uplift score
Back

33. © The QoE Limited 2016
Don’t be afraid to change the basic model
We can only achieve this by building a consensus
Embedding change needs a purpose
You need real world, real time knowledge to provide the context to change the real world
SUMMARY
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