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Presentation: The QoE (Case Study)
- 1. © The QoELimited 2016 Carl Lyon & Tim Kitchener Three case studies that cover a range of digital experiences IMPLEMENTING DIGITAL EXPERIENCE
- 2. © The QoELimited 2016 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
- 3. © The QoELimited 2016 VODAFONE GROUP DIGITAL PLANNING FOR 24/7 ASSISTED SERVICE
- 4. © The QoELimited 2016 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
- 5. © The QoELimited 2016 • 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
- 6. © The QoELimited 2016 NEW SERVICE MODEL Back
- 7. © The QoELimited 2016 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
- 8. © The QoELimited 2016 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
- 9. © The QoELimited 2016 KCOM DIGITAL COLLABORATION DRIVING CX
- 10.
- 11. How did itstart?
- 12. • Stealth deploymentby 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.
- 14. • For 3½ 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.
- 16. 91 460 111 79 58 58 38 2926 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 thefuse that caused this contagion ?
- 18. We asked abunch of people around the business Was it just a Sasquatch music festival 2009 man on the hill moment?
- 19. Nothing more thana digital water cooler for location independent workers?
- 22.
- 23. • Until 2015Yammer 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 • Agreat 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
- 25. © The QoELimited 2016 CURRENT PROJECT WITH A LEADING UK PLC NEW CUSTOMER VISION AND STRATEGY PROJECT
- 26. © The QoELimited 2016 Origination Group Exploratory Exploratory Exploratory Exploratory Background investigation Validation Envisioning Formulation PERPETUAL THINKING IN ACTION Leadership 16 December Final vision and strategy documentation completed
- 27. © The QoELimited 2016 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 1 4 3 2
- 28. © The QoELimited 2016 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
- 29. © The QoELimited 2016 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
- 30. © The QoELimited 2016 THE SERVICE CLIFF Consistent experience Incident Normalisation Temporary uplift Back
- 31. © The QoELimited 2016 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
- 32. © The QoELimited 2016 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 QoELimited 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 1 3 2 4
Editor's Notes
- #11 Who are Kcom? Provider services to multi-site enterprise and public sector organisations across the UK ours customers include GVA Grimley, British Airways, North Wales Police, Specsavers, City of London, Phones4u, Rosslyn Analytics, Hermes, University Hospitals of Morecambe Bay NHS Trust, Windsor Telecom and Diva Telecoms
- #22 Let’s pick on Jim’s post he had 11 replies and the people responding gives a good indication of the power of this type of collaboration: Steve Taylor – Director In Life services Brian Condron – Sales manager Bill Halbert Executive chairman of KCOM Group Dave Hanson – Sales Specialist Mat Daly Business development manager Sara Birch Mobility specialist Alistair Tucker-Brown – Sales Specialist Stewart Scarr Leaning and development specialist Alex Hatfield – Internal solutions specialist Robert Jubb – Internal Solutions specilaist