Customer Experience: Design and Execution

Transcription

1 Experience: Design and Execution

2 Blue Space Consulting specializes in three practice areas: - Experience Design - Strategic Execution/ Management - Enterprise Change Management Recent clients have included Hewlett Packard, Schwann Foods, Texas United, Delta Airlines, Duke Energy, Avista, Puget Sound Energy, Michelin, American Gas Association, Sterigenics, Joerns Healthcare, the U.S. Department of Defense and many others. Roy Barnes is President of Blue Space and is also a 25 year veteran of the hospitality business. He worked his way up in the hotel industry (Marriott International) from front-desk clerk to eventually holding almost every operational job in the company. He left Marriott as Senior Vice-President of Strategic Planning and Experience Management. 2

3 Why Bother with Experience? Increase Revenue Reduce Cost Increase Employee Engagement Modify Behavior Maximize pricing control Increase share of customer wallet Reduce process costs Faster cycle times Reduce transaction costs Clear role expectations Clear performance standards Lower turnover Broader use of your portfolio of products and services Trusted advisor 3

4 Quantifiable Change* Issues: Poor Company Practices Poor Communication Service Wasn t Helpful Unprofessional Service Poor Response Time Finding the Right Person to Solve Problem Lack of Follow-up Long Hold Time 27% 29% 43% 20% 14% 13% 14% 9% 11% 11% 20% 9% 2% 7% 7% 6% * (Mid-Size Utility Company In 3 rd Year of Program Implementation) 5

5 Experience Design Process The Seven Essential Components Experience Intent Statement and TouchPoint/Journey Map TouchPoint Redesign Experience Knowledge in the Workforce Voice of Listening/Dialogu e Portal Dashboard Internal Communications and Culture Change Reward and Recognitions Benefits Builds With Implementation of each of the Seven Components Best practice organizations engage with all of the essential components in a sustained and meaningful manner. 6

6 Experience Design Process Define Your Intention/Map the Experience 1 Create Experience Intent Statement and TouchPoint/ Journey Maps 1(a) 1(b) 1(c) Development of Experience Intent Statement (CIS) Build TouchPoint and Journey Maps Validate and Socialize CIS and Maps for Buy-In 1(d) Determine Creative Execution of Maps for Internal Communication What is the Experience You Want to Deliver to Your s? The journey starts here with a formal declaration of Experience Intent. The Intent Statement answers the critical question that must be met by all subsequent re-design work. The Intent relates to and is supportive of Brand positioning but is not a marketing slogan. The Intent Statement is more akin to a set of enginneering parameters. The Intent Statement is used by the organization to create, manage and monitor Experience against a formal, defined set of criteria. 7

7 Experience Design Process Re-design High Impact TouchPoints Quickly 2 Re-Design TouchPoints for Experience Intent Delivery and to ensure Changes in Ideal Behaviors 2(a) 2(b) 2(c) Determine Ideal Behaviors Prioritize High-Value TouchPoints Baseline Current and Build (ROCE) Metrics 2(d) Select Cross Functional Team Members for 4- Week Re- Design Teams 2(e) Design, Execute, Repeat Rapid Design = Fast Results Four weeks (20 work days) are all the time given to a TouchPoint re-design team to brainstorm, create and EXECUTE their change. Corporate ADD (Attention Deficit Disorder) is so prevalent that sucessful re-design efforts must be very tightly scoped and time-limited. A senior stake-holder group is available to provide instant approvals and feedback. 8

8 Design, Execute, Repeat 20 Work Days Select TouchPoint for Re-Design Select Team Members Analyze the TouchPoint Build the Change Set Metrics for Sustainment Team s Present to Executive Leadership Determine Stakeholder Group Initial Team Training and Plan Approach Design to Experience Intent Execute the Change Enterprise-wide Re-Design Change and Metrics Shared Enterprise-wide Plan, Analyze, Design, Build, Execute, Sustain

9 Experience Design Process Skills Development 3(a) Foundationa l Training and Experience Moments 3(b) Role-Specific Skills Training for Facing Employees 3(c) Skills Training for TouchPoint Re-designers 3(d) Conflict Management and Problem Resolution Skills Training for the Front Line Build both Foundational and Tactical Experience Delivery Capability in the Workforce 3 Experience Training Must Move Metrics Employees who interact with s on a regular basis need to not only understand what Experience your organization intends to deliver but they also need to know how to deliver engaging experience. Most employees are trained on the specific tactical functions needed to execute their individual part of their siloed business process. Very few are given real-world, hands-on, practical experience in exactly how to personally deliver great Experience. Blue Space has the deep experience necessary to train all customer-facing employees (from seasoned, 30 year craft workers to newly-minted call center operators). 9

10 Experience Design Process Listen to the Voice of the 4 Create Voice of the Listening and Dialogue Capability 4(a) Inventory Where You Are Listening Effectively Today 4(b) Prioritize Highest Value Listening and Dialogue TouchPoints 4(c) Create Baseline TouchPoint CIS Metrics 4(d) Set Governance Model for Managing VOC 4(e) Communicat e and Expect Problem Resolution to Standard Move Experience From Art to Science Annual surveys are out. Constant listening and providing real-time dialogue is in. Ideally, real-time feedback is available at all major TouchPoints and current performance is attributable and highly visible for all customer-facing employees. 10

11 Experience Design Process Create and Monitor Quantitative Data 5(a) Set Enterprise Strategies 5(b) Determine Leading and Lagging Success Metrics 5(c) Assign Ownership of Measure 5(d) Align/DSP Initiatives to Ensure Measure Contribution 5(e) Monthly Monitoring and Review of Key Success Metrics Build a Highly Visible Dashboard 5 Make the Measures the Enemy Feel-good customer initiatives need to be replaced with laser-guided projects with clear and formal performance metrics and owned-commitments. There should be no place to hide for customer failures. Create a visible place to showcase the superlative service that individuals in the organization are delivering. Make real numbers drive accountability for improvement. Kill misaligned initiatives. 11

12 Experience Design Process Evolving the Culture of 6 Execute an on-going, Integrated Internal Communications Campaign around the 6(a) 6(b) 6(c) Inventory Existing Information Distribution Channels and Messaging Create Messaging and Channels for All Executives Distribution of CIS and TP Redesign Successes 6(d) Measure Communications and Engagement Success in Employee Opinion Surveys What are the real drivers of your Corporate Culture and can the fit in? If the language of organizational leaders rarely mentions customer concerns, issues or opportunities, all the best internal marketing will fall short of creating significant culture change. The evolution of Centricity within an established organization is an uphill fight. It is winnable, but significant resources (both financial and philosophical) need to be brought to bear. 12

13 Experience Design Process Rewards and Recognition 7 Evolve Reward and Recognition Systems to explicitly support Centricity 7(a) Inventory Existing Monetary Incentives for Business 7(b) Move Significant Variable Comp. towards 7(c) Inventory Existing Recognition Programs and Include 7(d) Determine and Deliver Consequences for Non- Money Where the Mouth Is Compensation systems inform the entire organization about what s really important and what isn t. To the degree that rewards (variable compensation, etc.) and recognition programs are not supportive of focus, the best efforts to embed centricity into a culture will ultimately fail. Additionally, if success can be achieved in the organization by individuals who make the numbers, while acting in a way that ignores or injures the experience, the program will fail. Employees are hyper-sensitive to flavor of the day initiatives. If you don t intend to eventually move rewards to take into account performance, think seriously before starting an effort like this. 13

14 Fully Integrated Multi-Channel internal Communications Campaign Experience Design Process State and Measure Expected Progress of the Program 5 Deployment of CE Intent Statement and TouchPoint Map 4 3 Build CE Knowledge and Capability in the Workforce 2 1 Stage Key 1 Thinking About 2 Plan to Execute 3 Initiated 4 50%+ Complete 5 Fully Embedded Comprehensive VOC Portal 14

15 Fully Integrated Multi-Channel internal Communications Campaign Experience Design Process State and Measure Expected Progress of the Program 5 Deployment of CE Intent Statement and TouchPoint Map 4 3 Build CE Knowledge and Capability in the Workforce 2 1 Stage Key 1 Thinking About 2 Plan to Execute 3 Initiated 4 50%+ Complete 5 Fully Embedded Comprehensive VOC Portal 15