delivering business valued services - your it support...

Delivering Business Valued ServicesPreparing Your Service Organization For The “Shift Left” Strategy *

Presenter: Peter J. McGarahan

HDI West Coast Local Chapter Tour

2014

* Purposefully shifting resolution closest to the customer while working to eliminate costly reoccurring issues!

About The Speaker

12 years with PepsiCo/Taco Bell IT and Business Planning

Managed the Service Desk and all of the IT Infrastructure for

4500 restaurants, 8 zone offices, field managers and

Corporate office

2 years as a Product Manager for Vantive

1 year as Executive Director for HDI

6 years with STI Knowledge/Help Desk 2000

2 years as Chairman, IT Infrastructure Management

Association (HDI)

9 years with McGarahan & Associates, Inc.

2 years as Senior IT Director, Infrastructure for First American

2

The Power of Community

3

Impacting IT and Business Trends

•Cloud computing

•Workforce Mobilization (Smartphones, Tablets, BYOD)

•Server, desktop, and storage virtualization

•Business process, technology convergence

•Social Media

•Business intelligence (Big Data)

•IT Managed Services

•All Things VIDEO

•Virtual, project-based “contractors.”

4

The IT Change Imperative

5

An IT Call To Action…………..

6

• IT organizations are concerned about increased Business spending on technology and the

rise of Shadow IT.

• IT organizations are working to reduce their Infrastructure footprint with less legacy, less

complexity and less MOOSE (maintain and operate the organization, systems and

equipment) to eliminate IT as a bottleneck to business growth and expansion.

• Rapid technology advances are forcing radical changes

impacting IT organizational structure, culture, leadership and

careers.

• IT organizations are prioritizing limited investments to innovate

the business, simplify core infrastructure services.

• IT organizations are placing key IT people into the business to

further partnership and collaboration on business / technology

innovation.

• Senior executives are working to track and translate IT benefits

to business outcomes (resulting impact / value).

6

Root Cause of “MOOSE”

7

Change Leaders

1. Instill a sense of urgency.

2. Pick a good team.

3. Create a vision and supporting strategies.

4. Communicate.

5. Remove obstacles.

6. Change fast.

7. Keep on changing.

8. Make change stick.

8

Current Situation

“It’s tough to be strategic when you are delivering daily operations tactically.”

9

Direction / Operational Excellence

1. Know where you are

– Assessing your current performance around service strategy, structure (supportmodel), process, people, tools and metrics is an all-important baseline.

2. Know where you are going

– Envisioning the end result is a core part of defining your service strategy.

3. Know how you plan to get there

– The continuous improvement roadmap is the result of your gap-analysisassessment against your future-state.

10

Service Strategy

Service leaders must allocate the right amount of time for strategic thinking and initiatives to:

1. Align goals and objectives

2. Establish directives to govern scope of services

3. Build success metrics to measure business value.

“Strategy without tactics is

the slowest route to victory.

Tactics without strategy is

the noise before defeat.”

Sun Tzu (Chinese General and

Author, b.500 BC)

11

Service Design

• Design Services from the “inside-out” with the customer “top-of-mind.”

• Be the “Voice Of the Customer (VOC)” / Customer Advocate & support the “Voice Of the Employee (VOE)”.

• Listen / Learn from your customer / know what’s important to them.

– Ask what you are NOT doing, not just what you are doing well and not doing well.

– Survey customers who are NOT using your services.

• Identify and leverage customer champions and senior customer sponsors.

• Don’t be “the smartest guy in the room”

– Arrogance prevents listening, learning and improving!

2016-02-02

12

A Business Value Perspective

Business Value is createdby satisfied, loyal,engaged and productiveemployees.

Employee satisfaction, inturn, results primarilyfrom high-qualitysupport services andpolicies that enableemployees to deliverexceptional service andresults to customers andbusiness value to theorganization.

In tough economic conditions, the focus must be on YOUR customer....

The Service-Profit chain establishes the interconnected relationships among internal service

quality; employee satisfaction, retention and loyalty; service value; customer satisfaction and

loyalty; revenue growth; and productivity.

The “Shift-Left” Supporting Structure

$1 to $10

per ticket

$37 to $250

per ticket

$10 to $37

per ticket

14

Areas of Opportunity

• Improve efficiency, integration and cooperation across all customer ‘touch-points”.

• Provide the same customer experience across all “touch-points”.

• Discontinue supporting customers through different “band-aided” processes/systems!

• Automate and integrate all processes into one tightly unified, efficient system.

• Anticipate the customer’s needs and be proactive.

All CustomersAll Access Channels

One, consolidated, streamlined, efficient, cost-effective and

integrated process /tool / people

15

Purposeful Support Practices

1. Achieving First Contact Resolution

2. Making UFFA a Priority

3. Mapping Call Types for Action

4. Managing Customer-Impacting Technologies

5. Balanced Scorecard Storytelling

Deliver a more consistent and memorable customer

experience.

Increase first contact resolution

Resolve difficult problems faster

16

Achieving First Contact Resolution

• True First Contact Resolution is the most efficient and effective way to resolve customers’ issues not targeted for self-service.

• Equipping the frontline with the right training, tools, processes and scripting is critical to success.

– Think Pilot ‘cockpit’

– Automating / integrating process workflow into tool’s capabilities

• Know the ‘who, what, why’ of the call demand (Call Mapping).

• Success Metrics around FCR:

– First Call / Contact Resolution (FCR)

– Knowledge Base Utilization (KBU)

– Customer Satisfaction Index (CSI)

– Mean Time to Resolution (MTTR)

– Operational Level Agreement (OLA) Response Time

17

Making UFFA a Priority

UFFA is a Knowledge-Centered Support (KCS) practice for Using (U), Flagging (F),

Fixing (F) and Adding (A) knowledge within the Incident Management process.

18

UFFA “Must Dos”

• Track all service and support activity.

• Process and Tool as one (Integrated)!

– The solutions must be provided to the support analyst during the Incident Management Process to facilitate first contact resolution (FCR).

• Search and Use Knowledge when available for timely resolution – minimize escalations.

• Use, Add, Fix and Flag (UFFA) capabilities!

– Ability to flag incidents / problems that require Knowledge Articles to be added or current Knowledge Articles to be fixed.

– Ability to contribute their own quality knowledge (Add).

– Incentive, recognition, rewards, performance appraisals around UFFA.

• Knowledge articles successfully utilized at Tier-1 (FCR) are prime candidates for Self-service.

19

Learn It

contains instructional “How-To”Videos, procedure-driven KnowledgeArticles and any lessons learned thatcan be easily be shared using thecombo of audio and video.

Submit It

contains standard Forms, Tools and Functionality designed for the customer to

help themselves.

Answer It

contains self-service functionality, tools and Knowledge Articles (KA) targeted and written for customers designed to resolve their issues on First Contact / Attempt.

Create a Knowledge

Management Program / Platform

enabled by integrated

technologies utilizing existing

and new tools to centralize /

standardize the creation,

publishing, searching and use of

knowledge for ALL Customers.

Search FAQS

The Self-Help KM Opportunity

20

The Resulting End

• Everyone knows, uses and contributes Knowledge.

• The Knowledge is a source of training.

• Self-service use dwarfs internal IT service and support activity.

• No more Knowledge hunting, it’s captured as it happens.

• The culture cares and shares Knowledge freely.

• A quality focus on measurable results.

KA Quality = Use (KBU) & Effectiveness (FCR, R@L0).

21

Mapping Call Types for Action

Knowing the details about the caller, the reason for the call and the call characteristics (volume, talk-time, technical complexity, operational how-to, repetitive, etc.) provides information that is combined with

analysis to create an Action Plan for deflecting, directing, training or introducing diagnostic tools, process improvement,

Bring visibility to issues / perform analysis / determine business impact and make recommendations for releasing a long-term solution aimed at

eliminating the root cause of a reoccurring problem.

22

Targeting Call Types

• Know the Impact

– Tech vs. Non-Tech

– New vs. repetitive

– High call volume / High talk time

• Have a plan

– Direct to Self-service

– Publish Knowledge Articles

– Improve Training

– Route to Problem Mgmt

– Improve diagnostic / trouble-shooting skills / tools

• Measure Impact

– Take baseline measurements

– Measure actual

– Report progress / impact / reduction

23

Managing Customer-Impacting Technologies

1. The principle of putting the Customer First starts with the design of the Support Center strategy and structure.

2. It defines how all services are delivered against customer expectations.

3. Putting the Customer First is a corporate strategy where the executive team champions the customer and leads by example on a daily basis.

24

The Customer Experience

• Provide a positive customer service experience:

– Caring, professional, and courteous interactions.

– Exploring the customers needs and basing solutions on needs.

– Taking ownership of issue and communicating necessary steps to solution.

– Following-up with customer to assure needs were met and satisfaction with the solution.

0NO HURT

2HURTS A

LITTLE BIT

4HURTS A

LITTLE MORE

6HURTS

EVEN MORE

8HURTS A

WHOLE LOT

10HURTSWORST

0No

Pain

5Moderate

Pain

10Worst

PossiblePain

1 2 3 4 6 7 8 9

0NO HURT

2HURTS A

LITTLE BIT

4HURTS A

LITTLE MORE

6HURTS

EVEN MORE

8HURTS A

WHOLE LOT

10HURTSWORST

0No

Pain

5Moderate

Pain

10Worst

PossiblePain

1 2 3 4 6 7 8 9

On average, every 1% percent increase in first-contact resolution (FCR) results in a 0.64% increase in customer satisfaction.

Managing Customer-Impacting Technologies

•The Face of the IT / Business

•The Voice of the Customer &

Employee (VOC / VOE)

•Resolution (TCO) Ownership

•Quality Assurance (QA)

26

Customer

• Provides vital quality of service information to management.

• It records calls/screens for scheduled evaluation.

• Results are included in analyst scorecards.

• Used for coach agent on areas of improvement / Used to

recognize professionals who are star performers.

• Ensure consistent and professional service by:

– Demonstrating the importance and linkage between customer

service skills learned in training and what the customers think of

your service (survey).

Ensuring

Satisfaction

Monitoring

Feedback

Coaching

27

Balanced Scorecard Storytelling

Measure

SolveR

ed

uce

De

flect

Eliminate

Accountability

28

Don’t Be a Checklist Manager

•Don’t be a “checklist manager”, focus on just getting things “done-done”.

•Don’t check off a project, task or activity as done until you have derived the maximum results / benefits from it.

•Take away these lessons and focus on:

1. Providing quality not quantity,

2. Doing it right the first time and

3. Maximizing the capabilities of any solution by continuing to generate a return on your investment in the tool, process and people.

29

To our business and customers, we are all ONEITTEAM.

Everyday we have the opportunity to: SIGN OUR SERVICE

and MAKE A DIFFERENCE in the CUSTOMER EXPERIENCE.

Thank You & God Bless!

Pete McGarahanpete@mcgarahan.com

Thank You / Q&A

The Simple Truths of Service: Johnny the Baggerhttps://www.youtube.com/watch?v=sepARXV8MRI

30