Techniques for developing a disruptive service culture

1. Disruptive Customer Care
The Competitive Differentiator in a World of
New and Evolving Business Models

2. Change Or Die
c a n y o u h a n d l e i t ?

3. Martin Hill-Wilson

4. Few organisations keep pace with evolving
customer behaviours. In a world of ‘perpetual
beta’, the strategy of investing in occasional
technology and competency refreshes therefore
falls short of delivering differentiated service
experiences
As a consequence, planned, ongoing and co-
created disruption now needs to become your
new ‘business as usual’ model

6. now an everyday occurrence

7. CX
innovation

8. Omni-channel
in an app
Visual IVR
Mobile CX

9. As simple as
‘one touch’
As simple
as talking

10. Can your competitors react in real time?

11. 72% of 18-25 year olds in the UK find it
easier to express emotion in pictures than
the written word

12. are you fluent in emoji yet?

13. Velocity
Adaptability

14. horizon thinking
kick-starting a never ending challenge of doing things differently

15. without
context
with
context
Your communication impact on me

16. what does our future look like?
why does this matter?

17. Disruptive Service Frameworks

19. “Make a reservation at Main Street Cafe for
8pm, but only if it’s not going to be raining
when we’re there”
“Are there any concert tickets under $65 within
25 miles for any of my favorite bands?”
“Is this a good lawn mower to buy based on the
reviews? Is this the best price I can get, and can
I return it easily if I don’t like it?”
“If I book this vacation, will I still be within my
quarterly budget, and if not, are them some
better vacation deals that my family would
enjoy?”

20. What’s the new advisor profile?

21. What about space requirements?

22. What’s the new operating model?

23. Where will you reinvest the savings?

24. &challenge

25. The current command and control culture that
underpins the efficiency agenda within contact
centres smothers creativity by encouraging
conformance

26. Strategic
Quality
Framework
Who Defines Quality?
e.g.
Customers
Regulators
Leadership
Advisors
Others
1
e.g.
Performance
Compliance
Improvement
Innovation
2
For Which Outcomes?
e.g.
External Surveys
Internal Surveys
Evaluations
Analytics
3
From What Inputs?
e.g.
Leadership
Team Leaders
Quality Team
Peer to Peer
Analysts
5
Who Gets Involved?
6
Why Get Involved?
e.g.
Recognition
Reward
Career
Belief
e.g.
Metrics
Behaviours
Feedback
8
What Is Success?
e.g.
Performance Mgt
Coaching
‘Fixing It’
Best Practice
7
How Is Quality
Improved?
6 month space
Co-created
Ecosystem design
Test ‘n Learn
e.g.
Process Based
Systems Based
Needs Based
Self Managed
4
What Drives Quality?

31. I m p r o v e C u s t o m e r S e r v i c e E f f e c t i v e n e s s
Upgraded Competencies
Technical
Awareness
(SAP/GIST)
Customer Journey
& Roles Awareness
1st Contact Resolution plans for each customer journey
Upgraded Systems
Knowledge
Mgt
Upgraded Workflow
Test
Learn
Embed
Collaborative
Problem Solving
for FRC failure
Coaching
SAP/GIST
Self Help
Shared COSC/Wholesale
FCR dashboard
FCR focussed
Rant & Rave
P&Q
Mgt
Upgraded Culture
Front Line
Empowerment
People
Management
Cross functional
Collaboration
Pride in being
Professional
Improvement
Tracking
Journey Map
Mgt
Conversational
Skills

32. The Customer Hub

33. Complexity is caused by the greater speed and interdependence of a
connected world. Its effect is greater unpredictability

34. ISSUES duplicated effort - vested interests - change phobias

35. An Evolution
Hubs bring together a number
of competencies into a new
form of working relationship
(post silo behaviour)
Social Dynamics
Real-time
Same Space
Shared Consciousness

36. Customer
Listening
Engage
Ignore
Improve
Innovate
ResponseFramework
People/Situations
Marketing
Sales
Service
Customer Journeys
Products/Services
Change Management
Filter&Prioritise
Plan&Transfer
Ensuring
The Benefits
Global SMEs Regional SMEs
Collaboration
Aligning The Organisation
Analytics
VoiceOfTheCustomer
CRMCapture
Generating
Actionable Insight

37. Customer Hubs provides proof how even
your organisation can work

38. Theatre Of Engagement
Innovation Hub
High Performance Environment
Break Through Orientated
Ethos=Personal->Corporate Growth
Start Up Mindset
Digital Business Academy
Talent Incubator
Inclusive – Connected - Catalytic

39. Building Blocks
o f a s e r v i c e d i s r u p t i o n s t ra t e g y

41. Allow time for innovation

42. Create innovation spaces

43. Connect colleagues to spark innovation

44. A/B test every new service design

45. Transformational-change
initiatives have a dismal
track record
In 1996, Harvard Business School professor John
Kotter claimed that nearly 70 % of large-scale
change programs didn’t meet their goals and
virtually every survey since has shown similar
resultsMake Change part of BAU

46. Adobe launched its Kickbox to empower all employees to become innovators. Any
employee can request one and managers cannot veto a request
Recipients are sent a red box containing an innovation 'toolkit': a chocolate bar, a
$10 Starbucks card, Post-it notes, a notebook, a step-by-step innovation manual
and a pre-paid credit card with $1,000 to spend as they wish (no receipts are
required)
Recipients are challenged to use the toolkit to help them present an innovation
idea to senior colleagues. In January 2015, Adobe made Kickbox public, enabling
anyone to download the materials for free

47. Seek out catalysts for change

48. A checklist
essential changes and key conversations

49. 1. Conjure up a mission no-one wants to miss
2. Use non threatening change language - ‘doings things differently’
3. Free the spirit - ask and listen
4. Pay customers to spend time in the contact centre - outside in questioning
5. Invite bids for innovation budgets - banish failure/replace with discovery
6. Make ‘test - learn - embed’ your most polished workflow

50. Change & Prosper
can you afford not to?