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bluecrux talks - From headset to mindset

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Where do you stand with customer service?

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bluecrux talks - From headset to mindset

  1. 1. From headset to mindset #bluecruxtalks 20 September 2017 Mechelen
  2. 2. 22 09:30 – 10:00 Yes we care: Miele Belgium's road towards proactive customer care Pieter Tillon, head of Customer Contact Center at Miele 10:00 – 10:30 Dos & Don’ts: learn from the market leaders Geert Wullaert, partner at bluecrux 10:30 – 11:00 Discussion & Closing 09:00 – 09:30 Discussion & Break 08:30 – 09:00 Reorganizing customer service for original equipment manufacturers (OEMs) within a European market Christophe de Valroger, vice-president Original Equipment at Bridgestone EMEA 08:00 – 08:30 Bringing more value to customers with less Koen Jaspers, Partner at bluecrux Agenda
  3. 3. What a great meeting of minds!
  4. 4. #bluecruxtalks Bringing more value to customers with less Koen Jaspers, Partner at bluecrux
  5. 5. Is Customer Service only about Headsets ? CX comes out of: Collaboration & VAS Order To Cash Case Management
  6. 6. Which area are you mostly transforming nowadays?
  7. 7. Doing more with less Collaboration & VAS Order To Cash Case Management Order to Invoice Case Management Collaboration & VAS Case Management Order to Invoice Col. & VAS 20% 10% 70% 100% CS Cost SalaryOfficeTelephony,… Tomorrow?Today
  8. 8. SERVICE DIFFERENTIATION COLLABORATION MODELS Levers towards offering MORE … with LESS CUSTOMER INTERACTION CONNECTVITY & INTEGRATION CUSTOMER VISIBILITY FRONT-OFFICE/ BACK-OFFICE PERFECT ORDER EXECUTION Collaboration & VAS Order To Cash Case Management CUSTOMER ANALYTICS CUST. PROFIT. & SEGMENTATION • Touchless orders • DIY Portals • EDI/… Integration • Mobile access • Multi channel • … • Telephony + CRM • Menu/Routing & CS Org • CSR Soft Skills • Workforce planning • … • VMI, CPFR, … • Joined improvement programs • Shared value • … • E2E visibility • Promise reliability • Track & trace in fine distribution • Integration with LSP, carriers, … • … • FO/BO Levels • Vertical (E2E) vs Horizontal (layer) • Location strategy • Standardization • CSR Motivators • Internal interactions • … • Allocation management • Back order management • Collaboration maturity level • SLA’s • … • Process standardization • Data reliability • Internal collaboration • KPIs (Perfect Order Proxy, …) • … • Cost vs value • Value vs potential • NPS • … • Customer journey mapping • Pro-active and reactive tracking of KPIs • …
  9. 9. Select the Top3 levers potentially offering the biggest benefits to your organization?
  10. 10. Amazon just raised the bar for all of us  Customer Visibility & Interaction - The start of a new journey in customer satisfaction
  11. 11. CUSTOMER VISIBILITY Making promises beyond physical stock “A promise is a promise & a sale is a sale” Local DC Central DC Manufacturing Customer 1 2 3 4 5 Physical Stock Planned Replenishment ProfitableTo Promise Product Substitution Capable to Promise
  12. 12. CUSTOMER INTERACTION Digital requires “directive” CSR instead of “nice” CSR 20% Touchless 70% Touchless Increased case complexity Sales 1st Qtr 2nd Qtr Sales 1st Qtr 2nd Qtr Touchless Orders Mobile/EDI Integration Self-Service Portal …
  13. 13. # bluecrux Reorganizing customer service for original equipment manufacturers (OEMs) within a European market Christophe de Valroger, Vice-President Original Equipment at Bridgestone EMEA
  14. 14. Reorganizing customer service for Original Equipment manufacturers (OEMs) in Europe Christophe de Valroger, VP Original Equipment, Bridgestone EMEA September 20th 2017
  15. 15. Copyright © 2017 Bridgestone Corporation | September 22, 2017 15 Copyright © 2017 BridgestoneEurope NV/SA HEAD OFFICE (JAPAN) Bridgestone Corporation Bridgestone Corporation – Key Facts Employees, (Japan) Employees, Worldwide Consolidated Subsidiaries Paid-in Capital Sales* Net Earnings* ± 16 000 ± 150 000 316 € 943 million € 28 billion € 2.2 billion (As of December 31, 2015) *These figures have been converted from Japanese Yen at the rate of €1 = ¥120 Source: Bridgestone’s Consolidated Financial Statements – Fiscal Year 2016 MASAAKI TSUYA CEO & President
  16. 16. Copyright © 2017 Bridgestone Corporation | September 22, 2017 16 Copyright © 2017 BridgestoneEurope NV/SA Consolidated Net Sales BRIDGESTONE: THE LARGEST TYRE & RUBBER COMPANY IN THE WORLD Source: official financial results of the companies, in millions of US dollars 25,113 29,700 35,500 28,197 35,116 38,903 36,872 36,409 30,477 31,324 30,615 20,605 24,630 24,119 18,508 18,832 28,834 27,678 27,786 21,862 23,621 21,976 20,300 19,600 19,500 16,301 18,800 22,767 21,000 19,500 18,138 16,443 15,158 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Bridgestone Michelin Goodyear
  17. 17. Copyright © 2017 Bridgestone Corporation | September 22, 2017 17 Copyright © 2017 BridgestoneEurope NV/SA Bridgestone Activities & Products TYRES WERE 82,5 % OF OUR TOTAL ACTIVITY IN 2016Passenger Cars & Recreational Vehicles, Motorcycles & Scooters, Commercial Vans, Trucks & Buses, Heavy & Light (incl. Retread), Agriculture, Off-The-Road Vehicles, Aircraft, Subways & Monorails, Racing, Go- Karts...
  18. 18. Copyright © 2017 Bridgestone Corporation | September 22, 2017 18 Copyright © 2017 BridgestoneEurope NV/SA The Bridgestone organisation AMERICAS EUROPE, MIDDLE EAST & AFRICA CHINA - ASIA PACIFIC SPECIALTY TYRES DIVERSIFIED PRODUCTS JAPAN BRIDGESTONE CORPORATION = 6 STRATEGIC BUSINESS UNITS
  19. 19. Copyright © 2017 Bridgestone Corporation | September 22, 2017 19 Copyright © 2017 BridgestoneEurope NV/SA Employees, Europe Net Sales in Europe* HEAD OFFICE (BELGIUM) Bridgestone EMEA Bridgestone EMEA – Key Facts ± 18 000 21 Sales Companies (divided in 9 regions) + Original Equipment € 4 billion *These figures have been converted from Japanese Yen at the rate of €1 = ¥120 Source: Bridgestone’s Consolidated Financial Statements – Fiscal Year 2016 PAOLO FERRARI President and CEO, Bridgestone EMEA
  20. 20. Copyright © 2017 Bridgestone Corporation | September 22, 2017 20 Aston Martin Aston Martin BMW BMW Mini Rolls-Royce Caterham Caterham Daimler Mercedes-Benz Mitsubishi Fuso Smart Fiat Alfa Romeo Ferrari Fiat Iveco Jeep Lancia Maserati Ford Ford Geely LTI Volvo General Motors Opel Great Wall Great Wall Honda Honda Hyundai Hyundai Kia McLaren McLaren Morgan Morgan Piaggio Piaggio Proton Lotus PSA Citroen Peugeot Renault/Nissan Dacia Nissan Renault SAIC MG Suzuki Suzuki Tata Jaguar Land Rover Toyota Toyota Volkswagen Audi Bentley Bugatti Lamborghini Porsche SEAT Skoda Volkswagen What is Original Equipment ? OE = Original Equipment OEM = OE Manufacturer Our customers Cars, SUV, LCV… Production in Europe 20
  21. 21. Copyright © 2017 Bridgestone Corporation | September 22, 2017 21 We supply tyres to OEM plants – The VW Group example Audi Ingolstadt A3, A4, Q5 S6, Quattro 20-25 Partnumbers Audi Brx / Schedl Brx A1 5 Partnumber Audi Neckarsulm A6, A7, A8 10 Partnumbers Customer plant / Mounting center Bridgestone warehouse Warehouse Rudolph Großmehring Daimler, BMW, Audi tires VW Slovakia Bratislava MC Syncro Bratislava Touareg; Up; Q7 20 Partnumbers VW Sachsen MC Radsystem Zwickau Golf + Jetta + Passat 10 Partnumbers Partnumbers VW Group: over 130 partnumbers over 90 BS IPC Audi Hungary, Györ MC PTG TT, A3 4-6 Partnumbers VW CKD Bremerhaven export 6 partnumbers MC FSZM Wedemark Wintertires CKD for VW + Audi 10 Partnumber Loxxess warehouse, Bremen Porsche; Opel Engine mounts 5-7 partnumber Porsche Zuffenhausen Actual no business VW Wolfsburg 28 Partnumbers VW Hannover Tiguan / Golf Cabrio / Amarok 33 Partnumbers VW Poznan 10 Partnumbers Skoda Mlada Boleslav MC Syncro Mlada Boleslav 15 Partnumbers
  22. 22. Copyright © 2017 Bridgestone Corporation | September 22, 2017 22 The legacy: Multiple customer operations tasks handled differently across countries Demand Planning Handling order flows Managing warehouse flows and capacities Log. OPEX calculation & cost control Inventory management and control Supply chain performance (Speed, costs, quality) Purchase to pay EDI projects, work to improve data integration Ensuring taxation & customs conformity on all flows Resolving payment differences with OEM‘s, supporting credit control Pricing management & control Negotiation with OEMs on supply criterias Tyre procurement for special tyres Quality claims handling J-SOX controls: pricing, order & stock management,IT-systems
  23. 23. Copyright © 2017 Bridgestone Corporation | September 22, 2017 23 OE Operations Transformation Project Support Supply Chain (Poznan, Bilbao, Bethune) Support Finance (BEBS) Supplyplanning/Execution/AR Reconciliation/Warehousing… FROM: 4 Country-based organization serving Pan- European OEM Customers with plants in over 10 countries Supplyplanning/Execution/AR Reconciliation/Warehousing… Supplyplanning/Execution/AR Reconciliation/Warehousing… Supplyplanning/Execution/AR Reconciliation/Warehousing… End2EndOESupplyChain TO: 1 centralized “multi-lingual” organization based in Germany supported by Shared-Services in Poland serving Pan-European OEM Customers with plants in over 10 countries OE Operations Front-Office OE Operations Back-Office (Supply Chain Support) OE Operations Back-Office (Finance Support)
  24. 24. Copyright © 2017 Bridgestone Corporation | September 22, 2017 24 Why to move into a front-back office OE Operations Concept? Main role: Customer Facing - Forecast, Sales order flows, Pricing, Main role: Supply Chain support - Replenishment OEDCs, in-out balances, … Main role: Finance support - Accounts receivables, payment query resolution… OE Operations Front-Office OE Operations Back-Office (Supply Chain Support) OE Operations Back-Office (Finance Support) Key driver Front Office Centralization: • Centralization of FO activities in a central location to increase synergies and move towards an OEM-centric organization • Easier back-up of critical tasks Key driver Back Office Centralization: • Gain efficiency through better integration with functions like LSCM and Shared service (Poland)
  25. 25. Copyright © 2017 Bridgestone Corporation | September 22, 2017 25 A centralized Operations team – Project outline Key milestonesPreliminary Actions Identified the case for change Worked on multiple location scenarios Engaged multiple stakeholders Prepared implementation plan Developed a vision The business case • 03-09 2015: First iterations and options review. • 09 2015-03 2016: Further analysis and scenario modelling. Involvement of managers in preparation of implementation plan. • 24th of March 2016: Green light from Exco • March-April 2016: continuation of planning phase • 12-13 May: Works council announcement & local announcements. Start of transformation process . • June-December 2016: Country migrations • March 2017: Project completion.
  26. 26. Copyright © 2017 Bridgestone Corporation | September 22, 2017 26 Planning & thorough execution… 1. Onboard New Resources 2. Detail new Processes, Tools, Org. 3. Migrate FO & BO activities 4. Migrate BO activities Transition Plan: 1. Move country tasks to new front-back office structure will happen in sequence aligned with onboarding of team members in Front Office. 2. For each country Documentation, Transition & Stabilization 3. Transition done by OE Team supported by Bluecrux – focus on training & onboarding!
  27. 27. Copyright © 2017 Bridgestone Corporation | September 22, 2017 27 Deliverables - Project Team was assigned – Key Roles & Responsibilities • Support Project Manager BEOE and teams to execute the migration • Help with project management, • Supports process documentation and methodology • Assist and guide team throughout the transition ensuring smooth and coordinated execution. • Prepare weekly reporting • Is the “external eye” providing methodology • Lead transformation within OE team • Coordinate knowledge transfer • Define resource allocation requirement • Is responsible to deliver on-time execution • Is the “change” agent executing agreed plans Lead Project Manager Consultant support : Bluecrux Sub Project Manager Germany • Lead transformation within BSDL • On-board “front office” tasks • Lead IT transformation • Redefine roles in German team • Responsible for on time execution Sub-Project Manager Supply Chain • Lead transformation within LSCM • Coordinate knowledge transfer of back-office tasks • Define resource allocation requirements • Is responsible to deliver on-time execution • Ensure proper process documentation of tasks in future LSCM back office team in Poznan Ops Manager OE Operations • Lead operations team • Lead operational activities on day to day basis • Ensure no business disruption • Responsible for business performance throughout transformation phase • Is the “business continuity” agent ensuring no business disruption
  28. 28. Copyright © 2017 Bridgestone Corporation | September 22, 2017 28 Lessons learnt – What went well… • Business continuity was the No 1 priority. This was achieved without failure and no negative comments were received. It was extremely well handled by outgoing and incoming staff alike. • Communication. Internal constant communication on project progress and deliverables has been critical. External communication was kept low key and delivered personally to each OEM which proved the right approach. • Project clarity and sponsorship. From the very start the project was well defined from a high level reducing questionning from either top management, connected departments and/or affected staff. The initial preparation steps have been essential to achieve this. • HR management – The teams did a great job of on boarding new staff and training. Language skills were difficult to find in Germany, employment levels are at fully capacity and a good job was achieved in finding the right candidates. • Documentation & Process Mapping. A very solid plan of outlining and documenting the process of the project was detailed. A top priority was to understand the whole business in written format. ID cards were introduced and were a good concept to allow all team members to understand how each customer operates and can also be used as induction material for new comers. • Process improvements and IT enhancements. The project team quickly realised IT improvements and enhancements were needed. This was in conflict with business continuity as it was very time consuming and needed much training to align all 5 countries.
  29. 29. Copyright © 2017 Bridgestone Corporation | September 22, 2017 29 • Staff staying – We did not concentrate enough on people staying. Not enough time was spent guiding the team into the new organisation. • Support team in Finance shared service – They should have been included from the start of the project and not just at steerco level. No representation was on-board for the Project team itself. This led to this group not feeling part of the project. • Language skills were under estimated for support team in Finance shared service. Not every customer is willing to communicate in English and still we have issues with German and Italian communication. • IT resource availability. For a long time IT were not on board. Many times they were not present on the steerco’s. We have underestimated the resources needed to deliver the efficiencies. • ID Cards. Did not go deep enough to the level of implementation, they needed to be more detailed. The intention was to use as an ongoing tool but when it came to implementing to new staff 3 months later a lot of detail was missing. Lessons learnt – What could have been better…
  30. 30. Copyright © 2017 Bridgestone Corporation | September 22, 2017 30 Conclusion – a successful project implementation Key success factors  Good preparation upfront before onboarding consulting company avoided changing direction during the project  Project sponsors involved heavily during critical time of the project  Fast decision making process  Push from management on internal organization to own documentation Lessons learnt  Need to avoid only focusing on the lay-offs, make sure also to focus the survivors Bluecrux appreciated for  Coaching role  Creation of momentum & speed/project management  Good human contact & interaction  Good process documentation  Translation of issues from core team towards management and vica versa Bluecrux improvements  Too generic steerco  Clarity in communication Next Steps  Q2 : Project officaly closed  Q4: Execute an audit on how organization is evolving (people, systems, processes…)  Q3-Q4:Further work with front office team leads on their people management & team mgt skills  Think about Phase 2 Achieved A changed centralized – front/back- OE organization realised with zero impact on customer satisfaction Integration with SCM achieved and working well Lift and shift executed +/- on time Efficiency gain achieved Gave opportunities to people to grow Not yet achieved Increased customer focus of OE team Integration with Finance shared service needs to improve
  31. 31. Copyright © 2017 Bridgestone Corporation | September 22, 2017 31 Q & A
  32. 32. # bluecrux Yes we care: Miele Belgium's road towards proactive customer care Pieter Tillon, Head of Customer Contact Center at Miele
  33. 33. Agenda 33  The Miele Company  Contact Centers @Miele  Digitalization and impact on CS  Outsourcing in CS
  34. 34. The Miele Company 34
  35. 35. Contact Center @Miele 35 CC Infrastructure CC Standards Resource Skill Age nt Agen t Agen t Agen t Expert Agent Skillset / Agent x Con. Service req. x x x x - - Con. Sales req. - x - x - - Con. Info req. - - x - x - Con. Complaint placem. - x x x x - Club Service req. x x x x x - Club Sales req. - - x x - - Club Info req. - x - x x - Club complaint placem. - - x x x - Dealer Service req. - x x x x - Dealer Sales req. - - x - - - Dealer Info req. - - - - x - Dealer Complaint placem. - - x x x - Prof. Service req. - - - x - - Prof. Sales req. - - - - - - Prof. Info req. - - - x x - Prof. Complaint placem. - - - x x - Resource Management (Skill levels Tier 1 & Tier 2) CC Channels Professional customersDomestic DealersConsumer Service request (front outsourced/ back not) Sales request - Appliances Information request Complaint placement Business transactions  @ + social media  @  @ IVR/emailclassification Finance HR Sales Service OtherMieledepartments Others Switchboard  Sales request – Spare parts/accessories
  36. 36. “No hassle” vs “Premium” 36 Source: Discipline of market leaders, Treacy and Wiersema
  37. 37. “CS excellence” – Not only about digitalization 37  Consumer behaviour changes: more and more the consumer decides and companies (and their employees) need to adjust (“organizational change”)  Answer to the need of the consumer  DYI-trend: what customers can do online themselves ,we do not have to do ourselves (“Digitalization”)  Free up resources for “premium” activities  Consistency in quality is key, accross all channels, processes (“Touchpoint Integration”)  Create a consistent brand image  Employees need to be involved in the strategy and changes it brings, understand what they can do achieve the mission of our company and what Miele expects of them (“KPI setting”)  Motivate the employee to go along in the change and go the extra mile Digitalization alone won’t get you there…
  38. 38. Digitalization 38
  39. 39. Process digitalization – Examples @Miele 39 Order-To-Cash: - Portals, EDI connections - gATP (with visibility on production planning)  Orderdesk will no longer take orders but will troubleshoot and provide pro-actively solutions for the issues that might pop up Service-To-Repair: Appliance “remote assistance”  Regular “service order intake” will no longer be needed Complaint-To-Solution: Omni-channel tooling in contact center SAP CRM combined with Genesys (routing of calls, emails, chats, video chats, social media events and state-of-the-art reporting real-time and historical) Digitalization “frontoffice” Digitalization “backoffice”
  40. 40. Process digitalization – Consequences 40  Frontoffice work (and broader all “no hassle” service) will in the future not require any human intervention  If you need human intervention, it must be efficient and the people must know where to find what info (preferably all-in 1 place)  Profiles working in CS will need other skills  Analysis, case mgmt, pro-activity Digitalize your frontoffice and leverage your human capital through well managed case management
  41. 41. Outsourcing in CS 41
  42. 42. Outsourcing – Scope at Miele Be(NeLux) 42 CC Infrastructure CC Standards Resource Skill Age nt Agen t Agen t Agen t Expert Agent Skillset / Agent x Con. Service req. x x x x - - Con. Sales req. - x - x - - Con. Info req. - - x - x - Con. Complaint placem. - x x x x - Club Service req. x x x x x - Club Sales req. - - x x - - Club Info req. - x - x x - Club complaint placem. - - x x x - Dealer Service req. - x x x x - Dealer Sales req. - - x - - - Dealer Info req. - - - - x - Dealer Complaint placem. - - x x x - Prof. Service req. - - - x - - Prof. Sales req. - - - - - - Prof. Info req. - - - x x - Prof. Complaint placem. - - - x x - Resource Management (Skill levels Tier 1 & Tier 2) CC Channels Professional customersDomestic DealersConsumer Service request (front outsourced/ back not) Sales request - Appliances Information request Complaint placement Business transactions  @ + social media  @  @ IVR/emailclassification Finance HR Sales Service OtherMieledepartments Switchboard  Sales request – Spare parts
  43. 43. Process of outsourcing 43 Contract mgmt. and evaluation •Renewal or end contract Implementation •Transfer of activities Partner selection and contract negotiation •Contract and transition plan Define alternatives and feasibility •Business cases •High level planning •Go/no go decision Determine outsourcing policy (decision criteria) •Determination of scope and possible scenarios
  44. 44. Benefits Outsourcing 1. Use of knowledge management system, where information now is dispersed in documents and systems. 2. Coaching/QM measured and frequent: Better QM at outsourcer. 3. Full accountability of operations enhances quality, first time right rate and cost to serve. Quality 1. Web care solutions, multi channel technology available at outsourcer. 2. New ways of working which can be implemented better, faster and cheaper. Using the newest technology / customer channels and experience (sales, web care customer support). 3. Best practices in online vs. telephony in future with website support: Marketing / IT international. Technology 1. Lower direct costs (hourly rate) and efficiency because of economies of scale at outsourcer. 2. Savings on workplace costs (investments in furniture, energy, cleaning etc). 3. Budget becomes in greater degree variable compared to current state. 4. Savings on staff costs (employees and overhead such as HR and IT). Costs 1. Duplication of systems: increasing amount of systems and processes to deal with. 2. Full availability of tested processes (QM, traffic, forecasting etc.) compared to minimal current state. 3. Full IT support, also when opening hours are extended. Reduce Risks
  45. 45. Lessons learned 45  Outsource what is considered as “No hassle” service, not “Premium” service  If you want to make it premium, do it yourself (or pay the “premium”)  10% of the cases are transferred to “backoffice”  Continuous mgmt attention is still needed (to keep the 10%)  Outsourcing increases flexibility and customers love it
  46. 46. Conclusion 46 If you cannot digitalize yet and consider outsourcing, outsource the “no hassle” part of your CS organisation Digitalize your frontoffice and leverage your human capital through well managed case management
  47. 47. #bluecruxtalks Dos & Don’ts, Learn from the Market Leaders Geert Wullaert, Partner at bluecrux
  48. 48. 1. Standardize and Consolidate CS operations at the same time 2. Challenge all activities except Legal and Regulatory 3. Business case for standardization is not obvious, look for the case of not standardizing SSS Rule = Standardize, Standardize, Standardize Long-term total cost of ownership Implementation cost and speed of digitalization (touchless orders, ... ) KPIS and Reporting, speed of innovation and improvement
  49. 49. To what extend are your current CS Operations standardized ?
  50. 50. FO/BO ? Nice concept but look for the edges ! 100% FO 100% BO50% FO 50% BO Operations Efficiency E2E Disruption Collaboration with Stakeholders
  51. 51. To what extend are your CS Operations organized in a FO/BO Model ?
  52. 52. Manage you employee’s confidence zone/border Process/System improvement projects Organizational Transformation Projects (incl. Layoffs) Employee Comfort Zone
  53. 53. Manage Resources Capacity Manage Resources Capacity Manage Knowledge Transfer Managing the transformation of CS Operations Support SURVIVORS Support LAYOFFS Manage Consultation Communication Support STAFF The Hard Side The Soft Side Union Consultation Process Employee Consultation Process Transition towardsTO-BE Organization Layoffs & Survivors are individually identified Impacted Operations are aware of ongoing Consultation Process Manage Consultation Communication
  54. 54. The symptoms …. And the remedies Manage Consultation Communication Manage Resources Capacity Manage KnowledgeTransfer Support STAFF Support LAYOFFS Support SURVIVORS The Symptoms The Remedies Synchronized Com./OneVoice Uniform Message Q&A Document Layoffs as buffer Increase Capacity ContinuousWatch Describe SOP, SLA,WI Capture Experience Run parallel Chaos Unfounded Expectations Leaks Rumors Sick Leave/Early Leave Business Continuity Service Level Rebuild Relationship/Trust Lost Experience Lost Cust. Habits Answer questions Consistent Accurate Questions and turmoil Shock, Fear, Uncertainty Anonym. Com. System Process for escorting out Inform/Support/Direct Grieving process Shock, Anxiety Anger One-on-one meetings Inf./Com./Motiv./Appreciate Post layoff teambuilding Survivor Syndrome Insecure, Distrust Frustration Absences Consistency How to ? Unsecured ↓Self-Esteem Guilt TEMPs Walk Flows What/Why One-One/ Escort Appreciate
  55. 55. What are the Top3 most difficult aspects to manage in such a transformation ?
  56. 56. Thanks for attending Thank you !! Thank you !!

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