Forrester - Challenge thinking, lead change - SEE 2016
Transcript of Forrester - Challenge thinking, lead change - SEE 2016
![Page 1: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/1.jpg)
![Page 2: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/2.jpg)
Workforce Enablement is the Key toImproving Customer ExperienceElinor Klavens, Researcher
1 June, 2016
![Page 3: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/3.jpg)
Truth # 1Customer Experience is the NewRosetta Stone
…and we need to translate servicedelivery
![Page 4: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/4.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 4
Agenda
› Strategy – Deliver great internal andexternal customer experience
› Manage – Understand employeemotivation
› Broker – Deliver the services youremployees want and need
![Page 5: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/5.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 5
Agenda
› Strategy – Deliver great internal andexternal customer experience
› Manage – Understand employeemotivation
› Broker – Deliver the services youremployees want and need
![Page 6: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/6.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 6
![Page 7: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/7.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 7
![Page 8: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/8.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 8
Revenue ImpactOf IncreasingCustomerExperience IndexScore By1 Point
Source: Forrester’s Customer Experience Index Online Survey, US Consumers Q1 2015 Annual incremental revenue per customer**This analysis shows the effect on revenue potential of increasing CX Index scores by one point from the industry average CX score. Curves for individual brands differ from this industrycurve. For brands that don’t have a linear relationship between CX and revenue, the revenue effect of improving CX by one point will vary greatly depending on the CX score that servesas the starting point for this analysis.†Number of customers represents number of customers of a big player in the industry based on inputs that include Forrester’s Consumer Technographics®, Forrester’s analysts, andpublicly available industry data.‡Excluding Apple due to the high difference in price points
![Page 9: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/9.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 9
“Every business is a technology business. Whetherit’s taxi cabs or taco delivery, today’s enterprises areurgently figuring out ways to manage the growth ofinformation technology and to turn its disruptivepotential to their advantage”.
http://www.wsj.com/articles/marketplace-section-renamed-business-tech-1424138463
![Page 10: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/10.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 10
Not all leaders will embrace digital transformation
![Page 11: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/11.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 11
The Customer Obsessed Operating Model
![Page 12: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/12.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 12
Agenda
› Strategy – Deliver great internal andexternal customer experience
› Manage – Understand employeemotivation
› Broker – Deliver the services youremployees want and need
![Page 13: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/13.jpg)
Truth #2 –The way people work,and their expectations,are changing
![Page 14: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/14.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 14
Where employees work continues to shift
![Page 15: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/15.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 15
The Elephant in the RoomService Culture has invaded all parts of the business
![Page 16: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/16.jpg)
Looking for Informationis a major part work
“Highly skilled knowledgeworkers spend 20% of theirtime looking for internalinformation or trackingdown colleagues who canhelp with specific tasks.”
Source: McKinsey Global Institutehttp://www.mckinsey.com/industries/high-tech/our-insights/the-social-economy
![Page 17: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/17.jpg)
…but in knowledge work, they’re not.
![Page 18: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/18.jpg)
To provide great products and service isa choice employees make every day...
Source: https://commons.wikimedia.org/wiki/File:Southwest_524_N398SW_Boeing_737-3H4_SJC.jpg
![Page 19: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/19.jpg)
What is the greatest source of workplacehappiness?
Getting things done.
![Page 20: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/20.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 20
A typical work day for most of us…
![Page 21: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/21.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 21
Workforce enablement helps employees reach flow
![Page 22: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/22.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 22
Agenda
› Strategy – Deliver great internal andexternal customer experience
› Manage – Understand employeemotivation
› Broker – Deliver the services youremployees want and need
![Page 23: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/23.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 23
Broker
EcosystemEcosystem
TM(DevOps,
EA)
TM(DevOps,
EA)
WorkforceWorkforce
DemandDemand
SupplySupply
TechnologyManagementTechnology
Management Lineof
Business
Lineof
Business
![Page 24: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/24.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 24
ServiceManagement
Incidentproblemchange Workforce
Enablement
Event
FinancialKnowledge
Analytics
Augmentation
![Page 25: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/25.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 25
Service Delivery Improvement Model
PainFree
Productive
Personalized
Predictive WorkforceEnablement
![Page 26: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/26.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 26
Pain Free- Examine the Journey of requestingand receiving service
![Page 27: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/27.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 27
ProductiveProvide searchable content
![Page 28: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/28.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 28
Q: When you tried to solve yourtechnology problem which of thefollowing did you use?
Source: Forrester’s BT Devices & Security Workforce Q1 2015
Q: Generally when you are at workand have technology problemswhich of the following is the firstpoint of contact to help solve yourproblem.
1%
2%
42%
56%
Other
External source
Contact companyhelp desk
Try to solveproblem myself
PRODUCTIVE – Enable Self-Help
64%
25%
18%
7%
10%
Knowledge management
IT Service request portal
Internal documentsharing site (e.g.…
IT Service catalog
Other
![Page 29: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/29.jpg)
© 2015 Forrester Research, Inc. Reproduction Prohibited 29
PERSONALIZED – offer customization
![Page 30: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/30.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 30
PersonalizedMarry Demand and Supply into a Service
Service App Store
![Page 31: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/31.jpg)
© 2015 Forrester Research, Inc. Reproduction Prohibited 31
PREDICTIVE– Metrics that matter
![Page 32: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/32.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 32
Predictive
![Page 33: Forrester - Challenge thinking, lead change - SEE 2016](https://reader034.fdocuments.net/reader034/viewer/2022051708/58a3789f1a28abaa488b58ef/html5/thumbnails/33.jpg)
© 2016 Forrester Research, Inc. Reproduction Prohibited 33
Pain Free
Productive
Personalized
Predictive
Effectiveness
Ease
Emotion
Your Goalis Flow
Delivering thevalue your
customers wantby measuring with
the 3 E’s
Design yourservices for
consumer valuewith the 4 P’s
Strategy Manage Broker