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Social IT & Multi-channel support

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Social is pervasive in the retailing industry and on the trajectory to becoming strategic in most sectors. This is a great opportunity for IT to pursue a multi-channel model that integrates the best of the old and the new of processes and technology.

This presentation was given in March 2014 as a Series of workshops in conjunction with the HDAA in Australian east coast cities.

Publié dans : Technologie, Business
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Social IT & Multi-channel support

  1. 1. Social IT: Managing the Floodgates David Favelle, March 2014 Workshop Series for HDAA http://www.hdaa.com.au/ @DaveFavelle 0418630578 david.favelle@valueflowit.com.au
  2. 2. Our session today: 1. Is the Service Desk Broken? • Where are we today? • What are our expectations of Social? 2. What is Social IT? • Internal IT View • Engaging the customer 3. What’s happening in the world of customer service? • A customer service outsourcer • Telco • Bank • A “computer” manufacturer 4. Going Social in IT • Are we Social yet? 5. Adopting a Multi-channel support approach • Tools, Processes, Resourcing, Roadmap 2
  3. 3. Who is ValueFlow IT? We believe our clients’ success will be realised through: • The interaction between IT and business across the lifecycle needs to consist of deliberately designed experiences such that IT is really easy to work with and business colleagues get what they need. They should be delighted! • The business value represented by IT should be visible, integrated into the business, justifiable and be driven by the business rather than mandated by IT • Business change is accelerating, IT has to change faster 3
  4. 4. Dimensions of an IT Operating Model 4 The Operating Model for IT must incorporate many dimensions, in harmony as a “system” if IT is the deliver optimal value from the IT portfolio Automated Workflows, Controls & Reporting Leadership & People Strategy, Enterprise Architecture & Governance Measurement & Improvement Service Brokerage & Partner Integration Organisational Design Business Engagement & Demand Service Lifecycle (Phases & Processes) Service Portfolio, Assets & Partners
  5. 5. Requirements Design Build Transition Operate & Fulfill Continuous Improvement Measurement Corporate& LineofBusiness Strategies Integrating the Dimensions: IT Operating Model Service Portfolio Portfoliosof BusinessTechnologyDemand Service Pipeline Service Catalogue Process Framework Organisational Structure Automated workflows, controls & reporting Technology Strategies, Enterprise Architecture & Governance 5 Service Brokerage & Integration Business ValueDelivered
  6. 6. Your Social score: Which of the following are you using? 1. Facebook • Professional • Personal 2. Twitter • Professional • Personal 3. LinkedIn 4. Yammer 5. Google+ 6. Evernote 7. Sharepoint 8. Instagram 9. Pintrest 10. YouTube 11. Blog platform (e.g. Wordpress) 6 If you answer: Yes to 5 or more then you’re Social… Yes to 3 or less…ummm, where have you been hiding ;-]
  7. 7. First things first: Let’s start with Why 7 What Every Organisation on the planet knows what they do. These are the products they sell and the services they offer https://www.youtube.com/watch?v=u4ZoJKF_VuA (first 5 minutes) In IT Terms? What We deliver IT Services How Using IT people and tools following best practices Why ? How Some organisations know HOW they do it. These are the things that make them special or set them apart from their competition Why Very few organisations know WHY they do what they do. WHY is not about making money. It’s about purpose, cause or belief. It’s the reason your organisation exists beyond any financial targets
  8. 8. Is the Service Desk broken? Discussion Questions: 1. What do our customers think of the experience? • Discuss from their perspective 2. What quality of service do we think we are delivering? • Do we really know? 3. What are the barriers to doing better? • It’s not just about resourcing… 4. What do we need to do to support our business WHY? • Let’s explore this more later on 8 http://vimeo.com/4246943
  9. 9. Feedback from Analysts… 9 1. Speed up 2. Get more accessible 3. Fix my problems 4. Don’t “process me” 5. Understand me! 6. Be nice…
  10. 10. Thoughts on Workload? 10
  11. 11. Social IT & 6 Significant attributes WikiPedia: “Social IT involves the use of collaboration-based tools and solutions that transform the way IT professionals and related business line leaders enhance communication, productivity, knowledge-sharing, collaboration and decision-making” 1. Asynchronous conversations • Searchable, threaded dialogue 2. Parallel processing • How many chat windows can you juggle? 3. Self regulating Knowledge Management • Peer to peer, Interest Groups, Internal and External KBs 4. Near Real-Time • Expectations of immediate response – it’s called Chat for a reason… 5. Many-to-many conversations • The power of crowds, communications leapfrog traditional boundaries 6. Light touch triage • It needs to flow! No-one wants to retype “War and Peace” 11
  12. 12. Social IT Functionality 1. One-on-one Chat 2. Many to many Chat rooms 3. Live feed 4. Video content channel 5. Video call and record 6. Gamification 7. Blogging 8. Customer portal/Self-Service Questions: 1. Other functions you are using? 12
  13. 13. Some things are moving, have they “tipped”? 13 Show of hands per category? What benefits are you getting? What have you learned so far?
  14. 14. End user views on Chat Experience? (BuildChat Research Report 2012) 14
  15. 15. What’s happening in the business customer Service? Salmat 15
  16. 16. Telstra 16
  17. 17. Airlines are desperate to control cost and differentiate on experience…. 17 In this model, the chat is one sided: just a Virtual Assistant KB front end.
  18. 18. Banks are leaders in User Experience: 18
  19. 19. The Physical “Walk-Up” Desk 19 Discussion Questions: 1. How do we make this work for a multi-site/distributed organisation? 2. Who would best own this support capability? 3. What other challenges will there be...
  20. 20. Tool Social IT Capabilities: What’s going on in the Magic Quadrant 20 1. ServiceNow: Lifecycle Integrated Social and Mobile 2. BMC: MyIT 2.0, location aware, minimal forms 3. EasyVista: Lifecycle Integrated Social and Mobile 4. Hornbill: ITSM Integrated with Twitter 5. Serena: Crowdsourcing Demand Prioritisation! 6. Cherwell: Integrated Social (within IT Only) and Mobile 7. Axios: Social collaboration, mobility and gamification 8. Atlassian: Integrated Service Desk, Agile Apps lifecycle and Social 9. Frontrange: Voice Automation, Mobile and Social 10. LanDesk: Social, Mobile etc… 11. IBM, CA, HP:….
  21. 21. But our business uses <insert social tool>! 21 What questions should guide our thinking?
  22. 22. What’s holding us back? Discussion Questions: 1. List 5 reasons social might “hurt”! 1. List as many barriers to the change you can imagine! 2. List as many benefits to Social Media as you can imagine! 22 But is there any doubt as to inevitability of Social in all aspects of our business?
  23. 23. Live Feed 23
  24. 24. 24
  25. 25. Social Incident Lifecycle 25
  26. 26. The Case for an Integrated Approach to Support 26 Islay Hi David How can I help you today David Hi Islay I have a Tech booked to come to my home tomorrow. I've figured out that he needs to bring a new router but don't have a way of contacting him. Case number is 145 667 301 Islay How was the case lodged David Via the 13xxxxx number weeks back and again earlier via mobile today. My home phone is no longer working and mobile coverage in the house is poor. Therefore I need someone to get in touch with the tech. Islay OK We do not have access to the cases lodged by phone David And?....... (long pause) David Are you telling me you don't have a phone? Islay We do not have authority to contact in relation to existing cases David Are you not able to call someone within <telco> to pass them a message from me? Islay I don’t have authority to discuss an existing case Islay It would have certain people listed as authorized to discuss the case David The number is 13xxxxx and the case number is 145 667 301. I could call them myself but my phone doesn't work ;-] Islay I understand that I am no authorized to call through on your behalf though The faults team do not have a live chat area David Well Islay I have to say that the chat service is not very helpful. David Enjoy the rest of your evening. Islay Its due to the intricate nature of the faults team as to why they don’t have a live chat team Sorry for any inconvenience David Yes I agree that they are very intricate. So is dealing with <telco>. David I understand that it's not your fault. You didn't design the service model. David Bye for now
  27. 27. Support Model Channel Options 27 Channel Strengths Phone Required for complex, real time situations Often the only channel available when there are network outages (including home ADSL) Social Gives a great user experience if the CSR has access to knowledgebase and/or is expert in the services being supported Allows multiple concurrent sessions leading to CSR efficiency Chat rooms can be used for engaging users in multiple locations to discuss incidents and requests Physical Great for physical device, SOE or software installation issues Helpful for training some users – but an expensive training option Self help Internal: A familiar experience, leverages knowledgebase, can be measured External: Great for device specific issues and known errors in software, handy in BYOD but must be constrained due to risks to give users access to fix own issues Peer & crowd Fast response and re-use of effort from outside the organization Works well for typical Device & OS issues Discussion Questions: 1. Use cases for social: • For users • For Groups • Across the lifecycle 2. Where does phone still show it’s strengths 3. Why would we consider a Physical walk up desk 4. How might the “crowd” help?
  28. 28. 6 Inputs for Designing Your Multi-Channel Support Model 28 ServiceDesk Physical Desk SelfService Portal EndUsers Incidents Standard Requests Non Standard Requests “How to” enquiries Service enquiries Device incidents New machine pickup Incidents Standard Requests Non Standard Requests “How to” enquiries Service enquiries/FAQs UsersGroups Enhancements Ideas/Innovations Non-standard Requests Peer Support Problems 2ndLevel 3rdLevel We need to design a user experience to match: 1. Users work context, channel preferences and skill levels 2. Business model & operational attributes 3. Service Vs cost tensions 4. Service Portfolio attributes 5. Sourcing Model 6. Device profiles
  29. 29. Who is using these Channels? 29
  30. 30. Chat Metrics 30
  31. 31. Service Design Thinking: Make it all about the end user…http://thisisservicedesignthinking.com/ 31
  32. 32. Service Experien ce Wi-Fi 32
  33. 33. Our traditional Costing models still work… 33
  34. 34. 8 Step Roadmap to Social & Multi-Channel 1. Go Social in IT first • Engage the team in the incident lifecycle, get used to the cadence 2. Go hard on KCS and move as much Incident traffic to the portal as you can 3. Standardise your requests and get them on the portal 4. Consider whether the “walk-up” physical desk will work for you 5. Introduce Social “triage” concept as a pilot with limited users • Measure performance across the channels and tune workloads for optimum user experience 6. Do Social, Phone and Email from 1 team and balance the user experience, but • Try not to be on Social and phone at the same time 7. Actively manage email down as far as possible 8. Measure, analyse, improve 34
  35. 35. Some implications • Complexities of calls may go up • Staff profile needs to change … • Who should you have on phone? • Who should be on chat? • KPIs need to change: • Support left-shifting • Experience per channel (channel bounces…) • Costs per channel • Tweak of the processes: • Triage • Incident & Request workflows • Are your tools up for it? • Social Integration • Process workflows • Reporting 35
  36. 36. Start with why (Simon Sinek) 36 What Every Organisation on the planet knows what they do. These are the products they sell and the services they offer How Some organisations know HOW they do it. These are the things that make them special or set them apart from their competition Why Very few organisations know WHY they do what they do. WHY is not about making money. It’s about purpose, cause or belief. It’s the reason your organisation exists beyond any financial targets. The Role of Leadership http://www.youtube.com/watch?v=d2SEPoQEgqA
  37. 37. Emerging Change approaches 37 http://agileconsulting.blogspot.com.au/2012/08/lean-change- part-1-combining-kotter-and.html
  38. 38. Key Take Aways 1. Social IT is inevitable: be one of the leaders 2. Use Social to flatten, de-silo and speed-up your IT department 3. Integrate Social into a multi-channel strategy 4. Design your approach based on user-experience and cost to serve 5. Pilot and refine your approach until you are ready to go-live confident in the experience you will deliver 38
  39. 39. “be like water” As leaders, improving our work IS our work
  40. 40. Know with the flow… www.valueflowit.com.au 0418 630 578 @DaveFavelle, @ValueFlowIT David.Favelle@ValueFlowIT.com.au 40 Stay in touch