Presentation: The QoE (Case Study)

© The QoE Limited 2016

Carl Lyon & Tim KitchenerThree case studies that cover a range of digital experiences

IMPLEMENTING DIGITAL EXPERIENCE


KCOMDIGITAL ASSISTED CULTURE

THE FOLLOWERS’ REVOLUTION

VODAFONE GROUP DIGITALPLANNING FOR 24/7 ASSISTED SERVICE

CURRENT PROJECT WITH A LEADING UK PLC

IDENTIFYING THE NEED FOR REAL TIME REAL WORLD KNOWLEDGE


VODAFONE GROUP DIGITAL

PLANNING FOR 24/7 ASSISTED SERVICE


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


• 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


NEW SERVICE MODEL

Back


KEY OUTPUT AREAS FOR

VODAFONE Digital TransformationEstablish 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 ServicesDeliver improved customer resolution in the most appropriate self, assisted or specialised agent team environment and reduce the need for local knowledge based workarounds


INCUBATION HUB

Explore

Incubate

Needs

Innovate

MotivateAnalyse

ExperienceCollaborate

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


KCOMDIGITAL COLLABORATION

DRIVING CX

meet…..

When…..

A personal reflection

How did it start?

• Stealth deployment by 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

What happened next?

• For 3 ½ years Yammer lay dormant

• From November 2008 to June 26 2012 only 27 people signed up

Nov-0

8

Jan-09

Mar-0

9

May-09

Jul-09

Sep-0

9

Nov-0

9

Jan-10

Mar-1

0

May-10

Jul-10

Sep-1

0

Nov-1

0

Jan-11

Mar-1

1

May-11

Jul-11

Sep-1

1

Nov-1

1

Jan-12

Mar-1

2

May-12

0

2

4

6

8

10

12

1

32

4

12

10

3

1

new users joining Yammer

27 Ju

ne

2012

Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-130

50

100

150

200

250

300

350

400

450

500

91

460

11179

58 5838 29 26 14

New users joining Yammer

• Nothing for 3 ½ years then an explosion of interest

• 539 people signed up between 27 June and 27 July

What lit the fuse that caused this

contagion ?

We asked a bunch of people around the business

Was it just a Sasquatch music festival 2009 man on the hill moment?

Nothing more than a digital water cooler for location independent workers?

What happened next?

• Until 2015 Yammer 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

My reflections• A great 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


CURRENT PROJECT WITH A LEADING UK PLC

NEW CUSTOMER VISION AND STRATEGY PROJECT


Origination Group

Exploratory

Exploratory

ExploratoryExploratory

Background investigation

Validation

EnvisioningFormulation

PERPETUAL THINKING IN ACTION

Leadership

2 December

16December

Final vision and strategy documentation completed


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

432


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


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


THE SERVICE CLIFF

Consistent experience

Incident

Normalisation

Temporary uplift

Serv

ice re

cove

ryBack


TODAY’S PLANNED WORK SERVICE CLIFF

Consistent gas on experience

Notification

The first shovel

Works finished

A

BC

Normalisation gas on

Serv

ice re

cove

ry

Temporary uplift score

Back


SOURCES OF REAL WORLD REAL TIME KNOWLEDGE

Consistent gas on experience Normalisation gas onA

BC

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


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

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