Desktop AnalyticsBack Office & Contact Center

How I almost lost my job TWICE

•What I learned as an Ops Guy

1) Never Laugh during Negotiations•The ‘cost per interaction’ question

2) Never help people NOT pay you•The ‘interaction reason’ find

What I really learned as a Leader

•Your job is to mitigate/eliminate obstacles

•You can’t do that w/o knowing the obstacle(s)

What we needed

Intel

Effort

What We Had • Call Recordings• Screen Recordings • Didn’t use Speech Analytics but probably would today…• 98 pages of metrics• Financial statements• Over 100 people working in the Quality Group• Calibration Sessions aplenty• And a big ‘chase the white hot dot’ culture• Using yesterday’s assumptions to drive today’s process, training,

coaching and incentive plans

What We Needed•Good data about •HOW work really happened (or didn’t)•Where we were vulnerable (compliance or rework)•Who was able to produce the right outcomes with less effort•When an application or system was in our way•What product or process was causing the most work & therefore risk

What We Realized•Everything converges at the employee’s desktop•You need to be able to track work x/apps & employees•Automatic observation w/o intrusion was accurate • If we had better data – we could negotiate better

and more importantly…

• Intelligently change workflow to produce better outcomes

Retired v Fired & 5 Years Later @ Cicero…

Integrate.

Allow any application type to talk to anyother without re-coding or fear ofbreaking any of the logic or functionalityof those applications.

Present.

Present necessary information in anintuitive way that reflects how anemployee works and what is neededduring each process.

Automate.

Eliminate manual workflows and tasksthat do not add value or impedeproductivity.

1 321

Guide.

Provide the ability to add contextsensitive prompts and/or completeguidance for the employee.Next best action, next best offer.

Change &Adapt.

Find & Fix technology allows companiesto collect user activity data, makeinformed decisions and implementsolutions at a fraction of the time andcost of traditional methods.

a

Report.

Find empirical evidence of how workreally happens and measure the impactof process and technology change.

How We Do It

Desktop Activities• Session start/end• System Information• Active Window (focus

change)• Web page loaded• Copy/cut• Print screen• Workstation lock/unlock• Workflow Milestones• Custom Data from Any

Screen

Data• Collected in a

Database• Shared Network Drive• Local Flat Files• Web Service Enabled• On- or Off-Premise

Reporting, 3rd Party Analytics• Real time, Historical• BPMS, BAM, BI• WFM, Performance

Management• Cicero blended

intelligence reporting

StoreCapture Analyze

A few Contact Center Applications

Business Use

User Activity

Lee Sue Rick Peggy Charles Helen Sharon Steve Richard0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

User Activity for 9/16/2013

Business Use Unapproved Business Use Personal Use Unapproved Personal Use

Unclassified Idle Time Group Average Business Use

Use

r A

ctiv

ity a

s %

of

Shif

t

Cut/CopyGroup Total

Word

Excel

Outlook

Salesforce.com

Neil

Jim

JohnTony

Mike

0

50

100

Cut/Copy by User and Application

WordExcelOutlookSalesforce.com

Screen & Task Simplification

Active Window (focus change)

How many apps are used to take a call or handle a case

How many interruptions to conversation driven by app and screen toggling

Is app usage the same across the team and skill groups? Training opp isolation

A Few Back Office Applications

Application Usage

Word

Excel

Outlook

Salesforce.com

Knowledge Base

Inventory Mgmt

Service Scheduling

Siebel CRM

Facebook.com

Amazon.com

Youtube.com

LinkedIn.com

0

20

40

Comparative Usage

Group Average Neil

Business Process Monitor Report by Group Example 2

WFM

Session start/end

Match with ACD for time keeping

Measure shrinkage when no ACD

Trigger WFM and ACD to route work

The workstation is a gold mine….

Workflow Milestones

You can use the Discovery Studio to capture practically any business data or action for more surgical process improvement - even across users and departments

Tag specific work processes for task time measurement and bottleneck isolation

Capture specific customer intent, data changes and account actions for Big Data /marketing input

 Data Collected

Performance vs. Potential

Thresholds Actions Potential Outcomes

People

Unapproved Application Usage versus Norm

Productivity Gain @ Norm> 10 minutes per day

Audit for compliance – coaching and accountability

• Easy identification of non-engaged personnel for coaching and/or accountability

• Bandwidth strain reduction can improve site and app response time - savings up to $5 per employee per day

Actual Work Time versus Norm

Productivity Gain @ Norm 

> 5 minutes per day

Isolate force to load imbalance drivers, approved business and personal apps.

• Just as with ACD ‘unavailable’ status – can improve service level and speed of answer with minimal FTE cost

• Identification of training availability – allowing for up to 10 minutes more per day in productive time

• Identification of break times or other personal time and impact on availability to customers or other potential work tasks

Cut & Copy Frequency versus Norm

Productivity Gain @ Norm>10% variance up or down

Isolate training needs for individuals on specific apps and workflows

• Isolate individual training opportunities and potential best practice v the larger group process

• Individual employee productivity increases up to 30% - lifting overall group by 1% to 5% depending on size

Process

Cut & Copy Frequency overall

Productivity Gain @ 0%> 50 x per day per person

Identify & prioritize training, integration and automation opportunities

• Identification of integration and automation targets – 5% to 10% productivity lift in front office ; up to 90% in back office

Variability in Application Usage across same skill Group

Right Path Productivity Gain

>20% variance to group norm

Procedure and System review – for group with lower KPIs

• Procedure simplification and process redesign can often yield 2% to 10% in productivity

Technology

Application Response Time

Productive Time Opportunity 

> 5 minutes per day

Deliver empirical evidence to IT regarding memory /network issues

• Feedback and correction can save up to 10 seconds per interaction or case and over $5 per employee per day

• Employee Satisfaction – big driver

Unused ApplicationsAvoidable Maintenance Spend

< 5% of time spent in app

Guide IT to sunset /retire apps

• Feedback to IT and shut down can save $100,000 or more in maintenance and upkeep of non-essential systems

• Reduces memory, processing and network strain (as applicable) on machines and infrastructure

Discussion

Thanks & A Programming Note

•Next 4 Thursdays @ 11:30am Eastern•Productivity & Work Force Optimization •Customer Journey & Experience•Contact Center Use Cases•Back Office Use Cases

•Questions or Live Demo Requests •www.ciceroinc.com