Kerry Bodine: Journey Managers - A key role for Service Delivery
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Service designers envision great services, but also need to ensure that they’re actually delivered. Enter the role of the journey manager. Just like their more ubiquitous product manager cousins, journey managers need to understand how customer pain points stack up against those in competitors’ experiences; prioritize the most important experience improvements and back up their recommendations with a solid business case; and bridge our long-entrenched silos by herding cross-functional colleagues who need to change how they work every day. However, this role is not well understood. Kerry is out to change that.
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Kerry Bodine: Journey Managers - A key role for Service Delivery
- 1. Journey Managers: A Key Role For Service Delivery @kerrybodine HAPPY CUSTOMERS. HAPPY SHAREHOLDERS. LET’S MAKE HAPPY HAPPEN. © 2018 ALL RIGHTS RESERVED
- 2. @kerrybodine
- 3. @kerrybodine
- 4. @kerrybodine
- 7. Frederick Winslow Taylor 1856 – 1915
- 10. @kerrybodine
- 11. @kerrybodine
- 12. Who can help?
- 14. “Chief Customer Officer” 3,664 “Chief Experience Officer” 2,400 @kerrybodine
- 16. Signing up for insurance Installing a product Cancelling a subscription @kerrybodine
- 17. The journey is greater than the sum of its parts.
- 18. A media company’s onboarding journey Source: McKinsey — From touchpoints to journeys: Seeing the world as customers do, March 2016 90% 90%90% 90% 90% @kerrybodine
- 19. A media company’s onboarding journey Source: McKinsey — From touchpoints to journeys: Seeing the world as customers do, March 2016 90% 90%90% 90% 90% 40% lower @kerrybodine
- 20. Journeys, not individual touchpoints, predict business success.
- 21. Source: From touchpoints to journeys: Seeing the world as customers do, March 2016@kerrybodine
- 22. Source: From touchpoints to journeys: Seeing the world as customers do, March 2016@kerrybodine
- 23. Source: From touchpoints to journeys: Seeing the world as customers do, March 2016 “A one-point improvement [in satisfaction] on a ten-point scale corresponds to at least a three- percentage-point increase in the revenue-growth rate.” @kerrybodine
- 24. A major US telecom… @kerrybodine • Uncovered 1500 different tactics for contacting customers. • Emails, text, calls, direct mail were not relevant / overwhelming. • Found a direct correlation with opt out and churn. • Required each of 20 different departments to: • Plot planned communications against key journeys. • Show ROI of past efforts & predict future ROI. • Think through how various journeys overlap. • Personalized communications for each user based on journeys. • Saw 3% drop in churn in 6 months.
- 30. Journey managers by industry Base: 406 Journey Managers on LinkedIn
- 31. Journey managers by country Base: 406 Journey Managers on LinkedIn
- 32. Journey managers by region Base: 406 Journey Managers on LinkedIn@kerrybodine
- 33. Journey managers by region Base: 406 Journey Managers on LinkedIn@kerrybodine
- 35. Journey managers’ professional & educational backgrounds
- 36. Journey managers’ career experience Base: 406 Journey Managers on LinkedIn@kerrybodine
- 37. Journey managers’ bachelor’s degree focus Base: 249 Journey Managers on LinkedIn
- 38. Journey managers’ bachelor’s degree focus Base: 249 Journey Managers on LinkedIn 72% hold a bachelor’s degree
- 39. Journey managers’ bachelor’s degree focus Base: 249 Journey Managers on LinkedIn 72% hold a bachelor’s degree 26% hold a masters degree
- 40. Journey managers’ bachelor’s degree focus Base: 249 Journey Managers on LinkedIn 72% hold a bachelor’s degree 26% hold a masters degree 1% hold a PhD
- 41. Journey managers’ roles & responsibilities
- 42. Concurrent roles Base: 406 Journey Managers on LinkedIn@kerrybodine 40% have concurrent roles 60% do NOT have concurrent roles
- 43. Concurrent roles Base: 406 Journey Managers on LinkedIn@kerrybodine 40% have concurrent roles 60% do NOT have concurrent roles 5% of the 40% are also product managers
- 44. Time in current journey manager role Base: 406 Journey Managers on LinkedIn@kerrybodine
- 45. Time in current journey manager role Base: 406 Journey Managers on LinkedIn@kerrybodine
- 46. Time in previous journey manager role(s) Base: 71 Journey Managers on LinkedIn@kerrybodine
- 47. Journey managers’ previous experience in their current organizations Base: 233 Journey Managers on LinkedIn 15 < 20 years 20 or more years 0% 5% 10% 20% 25%
- 48. Sample job descriptions @kerrybodine • “Audit and Mapping of all-channel customer journeys (digital, physical, telephone), all transactions (appointment, subscription, management, closing) and all bank & insurance products.” • “I work in the Digital Channels department where I am responsible for maximising Online service journeys from beginning to end.” • “We transform ideas and user insights into actions, analyze business performance, and contribute to increased usage and great customer experiences.” • “Our objective is to increase the experience of our users by putting the customer central in everything we do and leverage digital assets to increase efficiency as well as experience.”
- 49. Responsibilities: Strategy @kerrybodine • “Worked collaboratively with senior leaders across business units to establish a Digital Claims vision and high level capability roadmap.” • “Define and shape customer experience strategy across all products, platforms and systems.” • “Develop and implement strategy to improve customer experience across multiple customer journey touchpoints. Feeding and aiding the design of the digital strategy by championing optimized user journeys across all digital platforms.” • “Created and directly managed the strategic user journey optimisation multichannel roadmap.”
- 50. Responsibilities: Agile & Lean @kerrybodine • “Working closely with the Scrum Master and Project Manager to ensure all journeys achieve the desired goals and can achieve the benefits defined in their associated business cases.” • “Improving end to end customer journeys and business processes applying lean and ci techniques through improvement projects.” • “The assignment is to focus the activities within the HR department towards optimally running customer-oriented HR processes. Based on the Customer Journey and the Focus (Lean / Agile) philosophy and working method.”
- 51. Responsibilities: Collaboration @kerrybodine • “Worked closely with digital design and UX teams to drive analysis, research, development and enhancement of existing online customer claims journeys using robust fact-based test and learn methodologies.” • “As part of the Senior Leadership Team, working across departments and with our International functions to build and deliver on a strategic roadmap that enables us to offer exceptional customer service.” • “Managing a group of key stakeholders to drive action against key initiatives that look to improve our performance.” • “This role is dependent on collaborating with the wider analytics team.”
- 52. Responsibilities: Measurement @kerrybodine • “Implemented a multi-variant testing programme maximising the points of customer engagement increasing the cross sale of products and the adoption of the self-service portal.” • “Utilise user generated data in order to understand customer journey's through various touch-points and align them to key performance indicators.” • “I use customer insight and data to define new customer experiences as well as optimising, testing and validating existing journeys.” • “Manipulation and analysis of large customer data sets, creating recommendations for strategic decisions for cross sales and loyalty activity.”
- 54. PROPRIETARY & CONFIDENTIAL • Ratings and Review Sites • Social Media • Chat • Contact Center Inquiries / Calls • Transactional Surveys • Mobile/Web Feedback Forms • Social Media • Facebook • Twitter • Agent Notes • Chat • Transactional Surveys • Contact Center Inquiries / Calls • Ratings and Review Sites • Social Media • Transactional Surveys • Online Forms (Checking, Credit, Investment, IRA) • Exit Survey • Contact Center / Save Team Inquiries • Agent Notes Unite Multiple Feedback Sources by Journey Stage Research & Open Account AccessAccount GetSupport Add Service Close Account + –
- 56. @kerrybodine
- 60. DESIGN + MANAGE DESIGN + MANAGE@kerrybodine
- 61. Are you looking to hire journey managers?
- 62. Advice for hiring managers: DON’Ts @kerrybodine • Don’t waste time looking for candidates with: • Advanced degrees • Journey management experience (unless you’re in Europe) • Product management experience • Don’t get sucked into the buzzword.
- 63. Advice for hiring managers: DOs @kerrybodine • Consider internal candidates. • Make this a fulltime role. • Empower journey managers… • …Then demand accountability. • Ask for help!
- 64. THANK YOU! kerry@kerrybodine.com @kerrybodine Report: kerrybodine.com/JourneyManagers18 Slides: kerrybodine.com/SDGC18
Editor's Notes
- https://mazzmanali.wordpress.com/2013/04/12/cottage-industry-and-the-industrial-revolution/ The cottage industry in 18th century England was a precursor of the factory—most manufacturing done in homes or small rural shops with hand tools or simple machines, e.g. textile production.
- Before the Industrial Revolution (1750 – 1850), CRAFT PRODUCTION was the way to go in pre-industrialized manufacturing. Few or rudimentary tools, everything done by hand. https://pigzamorrison.wikispaces.com/Preindustrial+Socieities
- Public Domain, https://commons.wikimedia.org/w/index.php?curid=4548998 This guy spent a lot of time thinking about a better way. FWT was one of the first management consultants—an intellectual leader of the Efficiency Movement. In 1911 he published The Principles of Scientific Management—he used his background as an American mechanical engineer to improve industrial efficiency. He referred to his work as “shop management” and “process management.” (AFTER the industrial revolution)
- http://www.toolshero.com/quality-management/scientific-management/ https://en.wikipedia.org/wiki/Scientific_management FWT carefully observed workers doing fun stuff like unloading (via shovel) trucks full of ore, manually inspecting ball bearings, moving iron pigs at steel mills. He spent a lot of time observing workers’ motions while completing a task and timing how long the task took. His main thing was division of labor—get the right person for the job and make them do that job and only that job; leave planning and thinking about how the process should go to the specialists (again, he was a total consultant). He was all about maximizing efficiency, and his principles helped LAY THE GROUNDWORK for increased MECHANIZATION and AUTOMATION. He decided that labor forces could actually become more efficient and productive with adequate rest breaks. This helped them recover both physically and mentally (from the mind-numbing tedium of something like ball bearing inspection.) He also noted that workers doing a task will work at the slowest rate that goes unpunished, and to increase productivity factories should pay workers based on the number of tasks completed. He actually wasn’t a great guy from the workers’ perspective; apparently he was really condescending especially toward those he perceived as less intelligent. His main thing was division of labor—get the right person for the job and make them do that job and only that job; leave planning and thinking about how the process should go to the specialists (again, he was a total consultant). He was all about maximizing efficiency, and his principles helped LAY THE GROUNDWORK for increased MECHANIZATION and AUTOMATION. As a result, he was kind of a job-killer.
- http://www.history.com/topics/industrial-revolution/pictures/industrial-inventions/postcard-of-ford-motor-companys-river-rouge-plant https://en.wikipedia.org/wiki/Fordism Taylor’s mentality and methods were a precursor to Fordism, “the eponymous manufacturing system designed to spew out standardized, low-cost goods and afford its workers decent enough wages to buy them.” More respect for workers, more automation. Three major principles: Standardization of the product Employment of assembly lines with special-purpose tools to allow unskilled workers to contribute to the finished product Higher living wages for workers, so they can afford the products they produce.
- The era of scientific management was also when the concept of “human resources” first started to take shape, notably in the writings of Katherine M.H. Blackford—incidentally, a proponent of eugenics (oops, not the best form of human resources). And thus, the beginnings of the org charts we know today originated in the early 20th century, with the trend toward specialization for the purposes of maximizing efficiency. https://en.wikipedia.org/wiki/Katherine_M._H._Blackford Image (yes, I know this is stock photo. That’s kind of the point though): https://www.xpastor.org/staffing/org-charts/
- Current orgs are structured in silos—the bane of everyone’s existence. Horizontal structures!
- Current orgs are structured in silos—the bane of everyone’s existence. Cross CHANNELS, FUNCTIONS, LOBs. Horizontal structures!
- Consider the dilemma that executives faced at one media company. Customers were leaving at an alarming rate, few new ones were available for acquiring in its market, and even the company’s best customers were getting more expensive to retain. In economic terms, a retained customer delivered significantly greater profitability than a newly acquired customer over two years. Churn, due to pricing, technology, and programming options, was an increasingly familiar problem in this hypercompetitive market. So was retention. The common methods for keeping customers were also well known but expensive—tactics like upgrade offers and discounted rate plans, or “save desks” to intercept defectors. So the executives looked to another lever—customer experience—to see if improvements there could halt the exodus. What they found surprised them. While the company’s overall customer-satisfaction metrics were strong, focus groups revealed that a large number of customers left because of poor service and shoddy treatment over time. “How can this be?” one executive wondered. “We’ve measured customer satisfaction for years, and our call centers, field services, and website experience each score consistently over 90 percent. Our service is great!” As company leaders probed further, however, they discovered a more complex problem. Most customers weren’t fed up with any one phone call, field visit, or other individual service interaction—in fact, most customers didn’t much care about those singular touchpoint events. What was driving them out the door was something the company wasn’t examining or managing—the customers’ cumulative experience across multiple touchpoints, multiple channels, and over time. Take new-customer onboarding, for example, a journey that spanned about three months and involved an average of nine phone calls, a home visit from a technician, and numerous web and mail interactions. At each touchpoint, the interaction had at least a 90 percent chance of going well. But average customer satisfaction fell almost 40 percent over the course of the entire journey. The touchpoints weren’t broken—but the onboarding process as a whole was. Many of customers’ numerous calls during the process represented attempts to clarify product information, fix problems with an order, or understand a confusing bill. Most of these service encounters were positive in a narrow sense—employees answered the questions or solved the issues as they arose—but the underlying problems were avoidable, the root causes left unaddressed, and the cumulative effect on customer experience was decidedly negative. The company’s touchpoint-oriented, metric-driven way of thinking about customer experience had a large blind spot. Solving the problem would be worth hundreds of millions of dollars, but the company needed a whole new way of thinking about and managing its service operations to identify and reimagine the customer-experience journeys that mattered most.
- Consider the dilemma that executives faced at one media company. Customers were leaving at an alarming rate, few new ones were available for acquiring in its market, and even the company’s best customers were getting more expensive to retain. In economic terms, a retained customer delivered significantly greater profitability than a newly acquired customer over two years. Churn, due to pricing, technology, and programming options, was an increasingly familiar problem in this hypercompetitive market. So was retention. The common methods for keeping customers were also well known but expensive—tactics like upgrade offers and discounted rate plans, or “save desks” to intercept defectors. So the executives looked to another lever—customer experience—to see if improvements there could halt the exodus. What they found surprised them. While the company’s overall customer-satisfaction metrics were strong, focus groups revealed that a large number of customers left because of poor service and shoddy treatment over time. “How can this be?” one executive wondered. “We’ve measured customer satisfaction for years, and our call centers, field services, and website experience each score consistently over 90 percent. Our service is great!” As company leaders probed further, however, they discovered a more complex problem. Most customers weren’t fed up with any one phone call, field visit, or other individual service interaction—in fact, most customers didn’t much care about those singular touchpoint events. What was driving them out the door was something the company wasn’t examining or managing—the customers’ cumulative experience across multiple touchpoints, multiple channels, and over time. Take new-customer onboarding, for example, a journey that spanned about three months and involved an average of nine phone calls, a home visit from a technician, and numerous web and mail interactions. At each touchpoint, the interaction had at least a 90 percent chance of going well. But average customer satisfaction fell almost 40 percent over the course of the entire journey. The touchpoints weren’t broken—but the onboarding process as a whole was. Many of customers’ numerous calls during the process represented attempts to clarify product information, fix problems with an order, or understand a confusing bill. Most of these service encounters were positive in a narrow sense—employees answered the questions or solved the issues as they arose—but the underlying problems were avoidable, the root causes left unaddressed, and the cumulative effect on customer experience was decidedly negative. The company’s touchpoint-oriented, metric-driven way of thinking about customer experience had a large blind spot. Solving the problem would be worth hundreds of millions of dollars, but the company needed a whole new way of thinking about and managing its service operations to identify and reimagine the customer-experience journeys that mattered most.
- Food delivery app, online bank, music