Day1 track session_2_c_rob_brown

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Day1 track session_2_c_rob_brown

  1. 1. The ‘common sense’ programme Rod Butcher Aviva Group 22nd May
  2. 2. Introducing Aviva 21 countries 36 k people 43 million customers insurance, savings and investment
  3. 3. We don’t start in a good place
  4. 4. And we get more and more feedback these days
  5. 5. We know that great experiences count
  6. 6. success Buy more Stay longerWilling to pay more Cheaper to serveVolunteer ideas Forgive mistakes Great customer experiences More recommendations Engaged people It’s not rocket science
  7. 7. But we need to prove it Show me the money
  8. 8. Common Sense “Customers don’t see the web of organizations and processes that operate behind the scenes to deliver their experiences. They see that series of interactions from the outside in.... Customer experience leaders embrace the same perspective, rising above internal complexity to see and manage the whole picture from the customer’s point of view” 2011
  9. 9. Common Sense “Customers don’t see the web of organizations and processes that operate behind the scenes to deliver their experiences. They see that series of interactions from the outside in.... Customer experience leaders embrace the same perspective, rising above internal complexity to see and manage the whole picture from the customer’s point of view” Aviva Customer Cup Systems Thinking Customer Journey Mapping
  10. 10. Power to our people
  11. 11. Power to our people teams and management working together for the customer... "Them and Us" scenario with the people in the dark... • Act on customer demand • “Show me the problem” • Take decisions ‘in the work’ • Re-define manager role
  12. 12. Power to our people 29-65 days 2-5 12 touches 2 -39 T- NPS +61 Fantastic engagement £1m annualised cost savings
  13. 13. Journey Mapping • Visualise end-to-end journey • Built outside-in : how it feels to be a customer • “Get your CEO”
  14. 14. Why bother? Map “as is” to identify and prioritise improvements Design with intent the branded experience Create foundation framework to contextualise activity Build collaborative and aligned culture
  15. 15. The view from China
  16. 16. Alan Pennington, MD Mulberry Consulting • Dedicated specialists in the field of customer centred transformational change • Approaching 10 years of heritage and experience • Practical, dependable • All of our teams have personal client-side experience
  17. 17. 18 Financial Services Telecommunication & Media Other Services Industry Publishing and business information Public & Charity sector Retail and consumer goods Transportation, Travel & Logistics Recent clients
  18. 18. Experience Deliver a customer experience that is: - appealing, - aligned with brand - delivered consistently. Attitude customer satisfaction loyalty Behaviour Share Spend Retention Cost to serve Outcomes Financial results Interpret We work with clients to create a clear “line of sight” between the customer (and employee) experience and the financial outcomes. This linkage is a critical component of continuous performance improvement
  19. 19. ‘Whilst there is ‘art’ in the delivery of a great customer experience, the design is a science’ What we believe...
  20. 20. Working with Aviva - Rising to the challenge... • Flexibility in deployment models • Trusted frameworks • Practitioners who understand the client reality • Enough but not too much technological support • Truly expert facilitation, ability to challenge in a ‘safe way’ the unwritten rules • Achieving ‘trusted advisor’ status with the client organisation
  21. 21. Recognised as best in class “Companies tend to be too internally focused. As a result, they often lose sight of what’s important for their customers. Customer Journey Mapping is a great tool for reframing discussions from internal operations to customer experiences”.
  22. 22. Working with Aviva - Rising to the challenge... • Flexibility in deployment models • Trusted frameworks • Practitioners who understand the client reality • Enough but not too much technological support • Truly expert facilitation, ability to challenge in a ‘safe way’ the unwritten rules • Achieving ‘trusted advisor’ status with the client organisation
  23. 23. What makes this deployment successful? • Setting realistic goals at the beginning... • Focus on people & their ability to engage with customers • Pushing on open doors, greasing the hinges.... • Hard wired connections to business objectives at the outset • Growing a community of internal advocates • Persistence, continuity and dedication • common language and meaning (language influences culture) • Moving downstream from diagnosis to deployment – avoid hiatus
  24. 24. 1 Owners Brokerage Business Dev. Concerns CSC DI Finance & Accounting Marketing & Com. Operations Technical Support UPS Lab (Germany) No single UPS owner Internal Measures key MOTs External Measures How well did we do? How committed are they? Recovery / advocacy action Manage delivery (direct, coach, train) Redesign experience Good practice transfer Operational insight Compensation/incentives On-boarding Score Attachment Score Actionable Insight for different Users
  25. 25. Approach Develop a balanced scorecard to monitor performance Identify KPIs for score card Align with CJM Align with financial modelling Internal KPIs VOC
  26. 26. What makes this deployment successful? • Setting realistic goals at the beginning... • Focus on people & their ability to engage with customers • Pushing on open doors, greasing the hinges.... • Hard wired connections to business objectives at the outset • Growing a community of internal advocates • Persistence, continuity and dedication • common language and meaning (language influences culture) • Moving downstream from diagnosis to deployment – avoid hiatus
  27. 27. Summary • Don’t do anything without right sponsorship and support • Don’t force it – find the right conditions first • Cross-functional is king • Need burning platform: why are we doing it, what to expect? • It’s all about momentum (and proof), not the techniques

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