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transcript
6/06/2014
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Rapid Strategy Development
Steve Miller
Energising the Service & Support Profession
Agenda
Big Picture and Blockages
Simple Strategy Model
Case Study Workshop
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Case Study Workshop
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What is Strategy
• Strategy is the chosen path or direction to achieving a goalgy p g g
• A goal is a broad primary outcome.
• A strategy is the approach you take to achieve a goal.
• An objective is a measurable step you take to achieve a strategy.
Example: Financial Service:
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• Goal: Stickiest financial planners in Australia.
• Strategy: Provide excellent high value business support
• Objective: All Service desk analysts trained in financial planning
Why is Strategy important
• Strategy is important because it enables an individual or entity to tell gy p ywhere they are, where they are going and the way to get there. It is responsible for the coordination of all activities to achieve a shared vision
• “You’ve got to think about big things while you’re doing small things, so that all the small things go in the right direction.” ― Alvin Toffler.
• Begin with the end in mind Steven Covey
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• Begin with the end in mind, Steven Covey
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Energising the Service & Support Profession
So what are the blockages?
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Ref: IQ Matrix, Adam Sicinski, iqmatrix.com
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So what are the blockages?
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Ref: IQ Matrix, Adam Sicinski, iqmatrix.com
Success Hints
• Support STRATEGIC to your organizationpp y g
• Begin with the end in mind
• Don’t deep dive any single component
• Top down and bottom up commitment
• Alignment
• Ambitious but realistic
• Unique
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• Create/Sustain/Improve
• Passionate persistence
• Empowered high performing teams
• Project and Org Change Delivery
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Simple Strategy model
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Context
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Context
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Context
• Alignmentg– Organisation: Customer Experience
– Support: Customer Expeience
• Industry Trends– Multi‐channel, Crowd‐source
– Self‐service, Knowledge reuse
– BYOD
– BYOS
C lid i h d i
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– Consolidation, shared services
• Business Drivers– More on Innovation, less on Support
– Quantifiable Service efficiencies
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Context
Guidance themes• Why have 2 when 1 will do
• Customer at the centre of all we do
• Process and operational excellence
• Do it before someone does it to you
• Shift to the left
• Staff Engagement matters
• Knowledge capture and reuse is core to who we are
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• Knowledge capture and reuse is core to who we are
• Help Customers to help themselves
• Meaningful metrics
• Meet commitments
• Continual Improvements (service, costs, value)
Vision
• An aspirational description of what you would like to achieve or accomplish in the mid‐term or long‐term future. It is intended to serve as a clear guide for choosing current and future courses of action (Business Dictionary)
• Keep it simple and make it powerful
• Be ambitious, paint the future
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• Convey the passion
• Make it relevant
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Vision
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Tamsin Hinrichsen
Vision
• "Our [Amazon's] vision is to be earth's most customer centric company; to build a place where people can come to find and discover anything they might want to buy online." (Quoted from Amazon.com)
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Vision
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Vision
A Vision of an Enhanced Campus Experience and Environment for Student Success and Active Involvement (from University of Pittsburg at Johnstown)
After successfully implementing its New Dimension of Excellence plan, Pitt‐Johnstown has emerged as a leading college with respect to its high quality and supportive campus experience and environment for student success in the real world. We are a leader in this area because we have strengthened the quality of student life programs and enhanced their connection to preparing students for the real world. Our institution has seen a significant increase in the levels of student satisfaction with services provided, strengthening our claim
d f i dl l f i I ll f h U i i h i i
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to a student‐friendly culture of service. In all aspects of the University, there is a service‐oriented ethos marked by concern for the long‐term interests and success of students, (including non‐traditional/adult and commuter students), as well as best practices in preparing students for the Real World of the 21st century. Having implemented the key recommendations of the Student‐Friendly Culture of Service Task Force, assessments of our practices and processes show a greater degree of satisfaction with the experience from orientation to graduation.
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Vision Exercise
• Draw a picture that represents your life visionp p y
• You might consider aspects such as location, family, work, finance, sport, health, hobbies, emotional, spiritual well‐being….
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Current Situation
Use Categories e.g.g gCustomer
Staff
Finance
Process
Operational
Technical
Org Strcture
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Challenges
FROM TO
Customer oriented Customer obsessed
Best efforts Meet agreed service levels
Duplication of tools and processes Standardised, integrated tools and processes
d ff d d d ff
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Limited staff engagement and acceptance of responsibility and accountability
Empowered, motivated staff meetingcommitments
Support is an afterthought Support is strategic
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Strategy
The set of moves to get to your Visiong y
Example: Financial Services
• Goal: Stickiest financial planners in Australia.
• Strategy: Provide Support that is high business value and proactive
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Support Strategy
Self ServiceSelf Service
ConsultCoach
Business Support
Prevention
Stay FixedBusinessValue
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Stay Fixed
Fix FasterFix
Pro‐activeness
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Success Scorecard
Customer Staff Finance
LoyaltySatisfaction
EngagementTraining days
Cost/ticket
Operations Process Technical
FPRKnowledge reuse
Maturity Duplicate solutions removed
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Knowledge reuse removed
Initiatives
High level list of Initiatives required to
Support the Strategy that
overcomes the Challenges
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And meets the Vision
And achieves the Scorecard measures
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Initiatives
• Staff trained in Financial Planning
• Establish Coaching and Consulting teams
• KCS, Processes matured on new toolset
• Planner Experience support improvement program
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Support Service Strategy Exercise
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University Student Support Services
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Background
• Youknee is a prestigious , large University (100,000 students)p g , g y ( , )
• Prides itself on being “Best”, and having the “Brightest” students
• Student Experience (Loyalty) is critical because of reputation, referrals, lifelong learning, and grants past students make to running Youknee
• Efficiency delivery and service quality improvements are an expectation
• Students use support services from separate service desks for HR, IT, Fi St d t Aff i ( h ith 30 t ff) hi h id th i
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Finance, Student Affairs (each with 30 staff) which provide their own:– 1st and 2nd level support services
– Accommodation
– Toolsets
– Different and immature processes
– No Collaboration between SD’s
Background
• Student focus group about support services found pain points:g p pp p p
– Multiple contact points
– Inconsistent service
– Expectations not met on delivery
– Insufficient self‐service
Youknee Executive Council Guidance
– Student Experience is core
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Student Experience is core
– Standardize, Simplify, Automate
– Set expectations and accountable for meeting them
– Always better, faster, cheaper
– Best is the expectation
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BackgroundMeasure SC Range Uni Industry
averageWorld Class
NPS 35‐50 40 80
Student Sat 77‐87 87 94
SC Staff Engagement
59 – 71 70 85
First Point Resolution
60‐70 70 90
Cost/Ticket $24 $19 $15
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/ $ $ $
Self Service % 0‐10 20 50
• Process Maturity 0 or 1 except for Incident which is 3• No Catalog, No Service Reporting by Student, No KCS
Context
• Alignmentg– Student Experience
– World Class
– Efficiencies
– Standardize
• Industry Trends– Consolidated Service Centres
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– Multiple Support Channels
– ITIL, KCS
– BYOD, BYOS (Self‐service, Crowd‐source), Tech bar
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Context
Guidance Themes
• Why have 2 when 1 will do
• Customer at the centre of all we do
• Process and operational excellence
• Staff Engagement matters
• Knowledge capture and reuse is core to who we are
• Help Customers to help themselves
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• Meaningful metrics
• Meet commitments
• Continual Improvements (service, costs, value)
Vision
d
Student Support Experience “par excellence”
Students‐ Service Catalogs
Contact Channels: Phone, email, self‐logging, self‐service, forms, chat
Transactional Support by “Consolidated” Service Centres
Escalated/Specialized Support Groups
IT HR Finance Student Services
SPOC
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Escalated/Specialized Support Groups
Standard and integrated Service Delivery and Support Processes:
Standard & Integrated Technology
Quality Management: Workforce Planning, Training, Take‐on management, KCS, Operating Procedures,Engagement, High Performance, Induction
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Vision
Student Support Experience “par excellence”
MultipleContact channels
pp p p
Fix First time Set ExpectationsAnd meet them
Student
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Understand Pain Points and fix thempermanently
ObsessedStaff
Loyalty and Satisfactionthrough the roof and climbing
“Technology works for me and is not done to me”
Current Situation
Student Student Student StudentStudent
IT Contact Channels:
IT Transactional Support
ITEscalation
Student
HR Contact Channels:
HR Transactional Support
HREscalation
Student
Finance Contact Channels:
Finance Transactional Support
FinanceEscalation
Student
Student SupportContact Channels:
Student Transactional Support
Student Student Support
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Technology
Quality
Processes
Escalation
Technology
Quality
Processes
Escalation
Technology
Quality
Processes
Escalation
Technology
Quality
Processes
EscalationEscalation
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Current Situation
• Multiple contact points to separate SD’sp p p
• No Accountability, SL’s
• Student Loyalty and satisfaction scores are near industry average
• Processes non‐standard and immature
• No Continual; Service Improvement
• No Collaboration across SD’s
• Staff Engagement low
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• FPR low, knowledge reuse low
• Cost/ticket is high
Challenges
FROM TO
Many different student support experiences
Single world class student support service
Student Loyalty and Satisfaction average Student Satisfaction and Student Loyalty at world class levels
Best efforts Meet agreed world class service levels
Duplication of tools and processes Standardised, integrated tools and mature processes
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Limited staff engagement and acceptance of responsibility and accountability
Empowered, motivated staff meetingcommitments in high performance teams with very high Engagement
Support is an afterthought Support is strategic
Above average operating costs Competitive costs for quality of service
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Strategy
Alternatives considered
• Do Nothing
• Optimise silos of service
• Outsource
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• Unified Service Centre
Strategy
Deliver an obsessively excellent student experience by:
D fi i d d li i t i th t t d d t d t• Defining and delivering support services that meet and exceed student expectations
• Unify the different support services– One virtual team covering IT, HR, Finance and Student Services
– One Contact point, multiple Channels of Contact
– One set of integrated support tools
– Process excellence where it matters and effective communities of practice
– Demonstrable Efficiencies
A d D li
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• And Deliver– Operational excellence benchmarked against world’s best
– World Class staff Engagement scores
– Continual improvements in Customer Experience outcomes
• Leading to– World Class Student Loyalty and Satisfaction scores
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Scorecard
Student Staff FinanceStudent Staff Finance
NPS > 80% Engagement > 85% Cost/Ticket $15
SSAT > 95% Days Training > 10 Duplicate tools retired
Self service > 25%
Operational Technical Process
FPR > 80% Single ITSM tool % Processes at
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target maturity
SL’s met > 95% Avail & Perf targets # Process Owners
User sat with tools # Improvement Releases
Initiatives
Deliver a program to:p g
• Define the Student Experience, embed in Student Service Catalogue and account for the service level commitments made
• Establish a staffed, Unified Service Centre, with standard integrated tools, ITIL and Quality processes with required maturity levels and governance structures and empowered communities of practice
• Inculcate leadership to deliver world class operational outcomes a culture
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• Inculcate leadership to deliver world class operational outcomes, a culture of improvement, and world class levels of student loyalty and support service satisfaction
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Summary
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Yes, You CAN!!!