driving a sales & service culture in the public sector alastair hamilton
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Driving a Sales & Service Culture in the Public Sector
Alastair Hamilton Chief Executive27th May 2010
Implementing Transformational Government
• Ensure that real customer insight is driving service design
• Challenge delivery models to reduce duplication and non-value-adding customer contact
• Optimise channel management to make use of cheaper digital channels where appropriate
• Bring performance of web, contact centre and face-to-face services into line with best practice standards and benchmarks
Current Structure of Enterprise Support in NI
NI BUSINESS
EuropeanProgrammes
SEUPB
DistrictPartnerships Intermediate
Funding Orgs
FinancialInstitutions
UrbanRegeneration
Universities
DRD
FE Colleges
DARD RuralDev Division
IFI
DEL
NITB
DCAL
DETIAgencies
Invest NI
ENI
DistrictCouncils
PrivateProviders
LocalEnterpriseAgencies
LEADERLocal Action Groups
CentralNI Govt
LocalGovt
PrivateSector
EducationSector
EUFunding
KeyMultiple touch points
Un-coordinated channels
Programme focused departments
Inconsistent Processes
Unaligned employees
Siloed Applications
How ?
• Improve the performance of each contact;
• Rationalise and simplify the number of contact points;
• Optimise the use of channels to deliver cost-effective as well as quality services.
Varney Report, 2006
Our Approach
Where we work
Invest NI – Some stats – last year performance
• £182m of Assistance – leveraging £687m Total Investment• Support for Innovation, R&D etc up 60% • 44% increase in offers of support made = 3,745 offers (93% to local
businesses)
• 6,575 jobs promoted or safeguarded• 74% of new inward investment jobs above Private Sector Median
salary• 55 Employment based Foreign Direct Investment projects - £196m
Investment• 220 Innovation based Foreign Direct Investment projects - £80m
Investment• 2296 new business Start-ups• 3346 Trade support participants• £10m to support companies in difficulty
The challenge for Invest NI
Moving from• Targeted Client Approach
• Bespoke Solutions for all
• Complex end to end processes
• Customers perceive as slow
• Values not lived consistently
• Complex Budget management
• Risk Averse
• Unclear reporting of outcomes
• Complex product set
To• Range of support to wider base
• Segmented solutions
• Improve Customer Experience
• Improve speed of response
• Maximise all opportunities
• Live Values & Performance Mgt
• Budget Flexibility
• Risk Manage & improve returns
• Open Transparent Reporting
• Simplify & Consolidate Product
Transforming how economic development is delivered by……
• Embed a customer-led service culture at all levels and enhance the customer experience of Invest NI;
• Bringing clarity to product/service offering through streamlined and simplified services;
• Improve transparency and performance reporting – continuous improvement;
• Improve performance and impact of our interactions;
• Ensuring staff are equipped with the skills, knowledge, systems & resources they need to support business needs.
to . . support business to move up the value chain and improve productivity
Page 9
Customer DevelopmentProducts & Services
Organisation DesignPeople Development
Customer People
Processes & SystemsGovernance & Financial Flexibility
Reporting & Communication
Process Performance
Built around key priorities of:
Customer
Key Project Areas
• Tiered service delivery model to a wider business base;
• Driving innovation in the services sector;
• Enhanced Customer Experience of Invest NI;
• Rationalisation of current programmes & product gap review;
• Optimising use of Selective Financial Assistance;
• New skills model to support inward investment and expansions.
Developing a tiered service delivery model
Segmented
Base
Segmented
Services
Segmented
Channels
Outputs & Dependencies• Segmenting business / service
• Prioritise resource
• Sector vs stage of development
• Partners and external channels
• Online/offline alignment
• Service sector strategy
• Requires CRM improvement
• Clarity on what we do / don’t do
• Feeds to product / solutions model
• Mass customisation
Rationalisation of current product range & product gap review
Segmented Customer
Base
Activity & Outputs• Range of Core Solutions
• Customer focused language
• Bespoke at Top End
• “Productise” selected services
• 1:1 vs 1:many services
• Prioritise to improve productivity
• New Product Development process
Dependencies
• Service Delivery Model
• Online vs Direct Engagement
• Role of Channel Partners
• Alignment with other service provider s
BespokeBespoke
Solutions Solutions
ProductsProducts
Advice Advice
Processes
Key Project Areas
• Simplification of end-to-end customer processes;
• Major projects process – forecasting & delivery;
• CRM capability within Invest NI;
• New set of delegated limits between Invest NI, DETI & DFP;
• Refine appraisal methodology & economic efficiency tests;
• Reduce budget line reporting & achieve End of Year flexibility.
Simplification of end-to-end processes
Activity & Outputs • Review end-to-end processes
• Identify bottlenecks/duplication
• Consider technology solutions
• Streamline processes
• Shorten processing times
• Improve customer satisfaction
Stage 1
Stage 2 Stage 4 Stage 6 Stage 7 Stage 9Stage
11Stage
12Stage
14
Stage 3 Stage 13
Stage 10
Stage 8Stage 5
Dependencies• Offers & Claims System
• Widening of client interaction
• Tiered service delivery
• Customer engagement model
• Product consolidation
Governance & Accountability
Activity & Outputs• Review Current Delegations
• Consider RDA Best Practice
• Revised IC Framework
• Risk Assessments
• Consider options
Dependencies
• Revised delegations
• Parallel Processing – Approvals
• Improved Customer Interaction
• Risk Management
Internal & Invest NI Delegations
Board Board Audit Committee
DETI /DFP
HM Treasury / NIAO
Performance
Key Project Areas
• Development of tiered performance reporting framework for KPI’s linked to PfG;
• Development of output/outcomes driven reporting;
• Communication of performance & impact across all stakeholder groups;
• Annual assessment of key policies & programmes;
• Measuring performance on a portfolio basis.
People
Key Project Areas
• Review Organisation Design & alignment to tiered service delivery model;
• Embed Vision & Values to deliver a service –led culture;
• Implement a value based performance management /competency framework;
• Achieve greater empowerment & improved decision making;
• Review role & interfaces with Invest NI Board.
Delivering Economic Benefit
Strategy provides a solidfoundation for our business
Values driveour behaviours
Our behaviours influence the customer experience
The customer experience drives economic benefit
People Development
Outputs & Dependencies• Values based Performance
Management framework
• Development of competency framework
• Reward & Recognition
• Leadership “Walk the Talk”
• Mentoring programme
• Talent Management
• Launch and Extend Sales Academy
Driving a Sales & Service Culture in the Public Sector
Thank you
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