1. Building a
single view of
the customer
AN AUSTRALIAN GOVERNMENT
TRANSFORMATIONAL
CASE STUDY
How the Queensland Building and Construction
Commission’s cloud-enabled customer service
transformation is demonstrating that government is
rising to the digital challenges in Australia
By David Tan, Matt Campion and Callam Porch
Deloitte Australia
2. We live in dynamic times, one
underscored by a hyper-connected
world where the population expects
the ability to engage business
and government services at any
time, via many channels. Service
transformation has indeed reached
the public sector.
This increase of customer expectations is at a time when
many governments and agencies across the world,
and certainly here in Australia, have reduced finances
and resources from which to deliver to these services.
This paper sets out to discuss the global trends and
drivers affecting public sector and demonstrate how
the Queensland Building and Construction Commission
(“QBCC”) has tackled the digital service transformation
challenge head on.
In early 2015, the Honourable Prime Minister, Malcolm
Turnbull, who was at that time the Communications
Minister, collaborated with Salesforce Executive Vice
President and former US Government CIO, Vivek
Kundra who visited QBCC late in 2015. They co-authored
a blog post for Salesforce in which they describe this
landscape as:
“Even in non-traded parts of the economy, like
government, digital disruption is placing pressure to
deliver the types of services that users have come to
expect from other industries. Governments can respond
in two ways: they can continue with the status quo,
making incremental gains here and there, or they can
be more ambitious, taking a leadership role in the
digital economy by transforming every aspect of service
delivery. The approach of governments to date has been
to tell citizens “there’s a form for that.” Well, it’s time
they start saying “there’s an app for that.” 1
The QBCC as an organisation has taken on this challenge.
By sharing their story and how they embraced customer-
focused design and process change enabled through
new technologies, the intent is to provide a rich example
of how digital transformation in the public sector is
gaining momentum here in Australia and making an
impact.
DAVID TAN, PARTNER
Deloitte Digital
Executive Summary
2 Building a single view of the Customer – Deloitte Customer Practice
1. Salesforce Australia, March 30 2015, Government Services: Where’s The App
For That, https://goo.gl/7bDt0l
3. There is no doubt that the twenty-
first century has seen a dramatic
rise in the rate and pervasiveness of
change and technology advances
within societies around the world.
From Uber in the transportation sector disrupting public
policy and regulation, to the advent of crowd-sourcing
within public sector; governments are becoming a
conduit for social change rather than the driver. These
changes can be attributed to several global trends such
as financial constraints triggered by economic crises,
increasing populations and shrinking resources. These
developments are against the backdrop of an ever-
racing consumerism where constituents’ expectations
are continually rising with the pace of technology
advancement. In short, the public’s expectations of
government services are increasing whilst resources and
relative funding decreases.
This paper explores these global and national challenges
before a review of a local Australian case study of the
Queensland Building and Construction Commission
(“QBCC”). This case study is examined as a working
example of how challenging drivers and trends in the
public sector can be addressed with a customer-centric
approach leveraging ‘as-a-service’ technologies.
1.1 ECONOMIC AND SOCIETAL DRIVERS
Economic and societal drivers of change in the public
sector will accelerate over the coming years due to
hyper-connectivity, population density acceleration
and fiscal pressure. Coupled with these challenges of
understanding how best to efficiently and effectively
deliver public services, governments must also continue
to embrace the openness and empowered citizens that
the digital age facilitates.
1. Challenges in the Public Sector
A recent Deloitte Access Economics report, found
that there are an estimated 811 million transactions at
the federal and state government levels each year in
Australia. Approximately 40% of these transactions are
still completed using traditional channels such as face-
to-face, post and phone, which on average, have been
estimated as significantly more expensive than digital
online channels.2
Table 1: Average cost of transaction by channel
CHANNEL COST3
Face-to-face $16.90
Telephone $6.60
Postal $12.79
Online $0.40
This report further estimated that a reduction of 20%
over a period of ten years would equate to efficiency
and productivity gains in the order of $17.9 billion (in
real terms). Based on the economic modelling, it was
suggested that the benefits of a large-scale digital
transformation would be estimated at around 4 times the
cost. Table 2 below illustrates the current transactional
volume for the three largest Australian government
departments with a ten-year projection of annual
volumes. Clearly, future volumes will require greater
efficiency to meet operational and quality expectations.
2. Deloitte Access Economics (2015) Digital Government Transformation, http://
deloi.tt/1T5IFTb.
3. Based on estimated total transaction volume for the three largest federal
departments and state level transactions
3 Building a single view of the Customer – Deloitte Customer Practice
4. Table 2: Volume by Channel for 3 largest federal agencies
CHANNEL TOTAL ANNUAL
VOLUME
(MILLIONS)3
FORECAST
CHANNEL
VOLUME IN
TEN YEARS
(MILLIONS)4
Face-to-face 84.1 42.6
Telephone 139 70.3
Postal 97.4 49.3
Online 490 648.4
Total 810.6 810.65
Service channel costs aside, consumerisation of digital
services in the commercial sector is changing public
expectations and thus driving demand for government
transformation. This juggernaut of citizen’s personal
life “going digital” has reset expectations of how they
engage with their governments in an equally digital
way. Previously, Government had a monopoly of public
services, however many start-ups are challenging this
and we are now seeing disruption in sectors such as
transportation, education and healthcare which have a
heavy government footprint.
“Targeting transformation
opportunities that materially address
customer pain-points is key for
Governments in a digital age”
BRUCE MCGREGOR
EXECUTIVE DIRECTOR, QBCC
Deloitte is not the only consulting firm which sees this
area progressing. McKinsey has recently released an
article “Digitizing the delivery of government services”6
in which it details how the Danish Business Authority
transformed and moved from paper to a digital
registration process. This led to over a 50% reduction in
the average call to solve customer questions and a drop
from total number of applications requiring support from
70% to 30%.
Deloitte’s recent research explores the Future of
Government in 2020 and identifies a number of
megatrends.7
A particularly relevant megatrend for the
Australian Government and the QBCC is leveraging
technology and data to provide more personalised
services and experiences. This has been encapsulated in
the trend “billion to one” by our Gov2020 research. The
following from our global Gov2020 research succinctly
highlights the impact this trend could have on how
governments could deliver highly tailored services in
the future, “…equipped with crowd-based insights
and continual feedback from its citizens, governments
[can] shift from providing services to more personalised
citizen ’experiences’ using behavioural nudges and data
analytics. This creates an adaptive system in which the
services continually evolve based on insights garnered
from citizen feedback loops.”
1.2 TECHNOLOGICAL DRIVERS
In many ways, technology is now inherent with the
term disruption and transformation. Be it the rise in
cloud-computing8
, the ubiquitous phenomena of mobile
computing or social media, technology is everywhere.
Further, it is difficult to extract technology from the
discussion of economic and societal change. Included
in this paradigm is a mix of advances in technology, the
volume and sophistication of data analytics and the scale
of the technology innovation across a burgeoning world
of billions of consumers.
Deloitte Gov2020 research cites all of these factors as
contributing to a much-changed society in the future.
One in which innovation will drive leaps forward in
public sector related areas such as health-sciences,
manufacturing and managing market competitiveness.
4. Based on estimates of only 20% of total transactions being required through
traditional channels in ten years from 39.5% based on trend digital channel
growth from AGIMO (2011).
5. Deloitte Access Economics analysis is about the benefits from a shift in
channels on existing transaction levels.
6. McKinsey (2016) Digitizing the delivery of government services,
http://goo.gl/NCRvk1
7. Deloitte (2015) Gov2020: Explore the Future of Government,
http://deloi.tt/1WVG4dv
8. Deloitte Gov2020 Cloud Computing driver lists a number of projected
statistics to highlight the relative impact magnitude. Firstly, in 2020, the cloud
computing market could be worth $241 billion, which is twice the amount
China spent on arms in 2011 (CIO Systems). Secondly, the use of cloud
computing by 2020 cuts data centre energy use by 38 percent (Environmental
Reader). Finally, in 2020, 5,200 GB of digitized data is available per person, 15
percent of which resides in the cloud (CIO NZ).
4 Building a single view of the Customer – Deloitte Customer Practice
5. A very simple and powerful example of the possible
change we could see in the future is the prediction
that by 2020 more than 80 percent of consumers could
collect, track, barter or sell their personal data for
savings, convenience and service customisation, making
information a currency in the truest sense. Furthermore,
the production and use of troves of data could
encourage “citizen innovators” to transform open data
into solutions and applications.9
The role mobile technology plays today in improving the
functioning of society is dramatically different from 2010.
This comparison will be further dwarfed by the rate of
change between 2010 and 2020 where it is predicted
that the wireless traffic increase will be a factor of 88
times.10
One government specific example of the rise of
the use mobile technology will be in the utilities segment
to enable the mobile workforce to better respond to
customer service demands whilst decreasing costs. This
is viewed as an area of major opportunity11
to be enabled
through agile cloud-based technologies.
Deloitte Gov2020 research also suggests that in 2020
there will be a mixture of approaches to cloud computing
leveraged by the public sector, these include:
• Hybrid Clouds – a mix of internal government and
external private clouds
• Open Clouds – built on open standards and
protocols to enable sharing data with citizens and
driving innovation
• Inter-clouds – an à la carte selection for
government from cloud components from various
vendors.
These approaches will be coupled with increasingly
cloud-based modular software development allowing
real-time cloud-application changes without taking
services and applications offline. Furthermore, cloud-
based analytics maturity will further influence cross-
government sharing of data, driving down costs and
advancing connected whole-of-government insights.12
However, many governments are still facing challenges
associated with legacy systems before transitioning to
cloud-based technology landscapes can become a reality.
If it is acknowledged that these drivers are established
and set to increase in efficacy, the public sector
must consider when and how to undertake digital
transformation efforts here in Australia.
The leadership team at the QBCC were quick to
recognise these challenges in 2013 as part of a broader
organisational realignment. As Steve Randall, QBCC
Service Delivery 15 Program Manager, highlighted “don’t
put transformation off… it will only get harder the longer
you leave it”.
9. See Data Currency Asset in Gov2020: Explore the Future of Government at
http://deloi.tt/1WVG4dv
10. See Mobile Technology in Gov2020: Explore the Future of Government at
http://deloi.tt/1WVG4dv
11. Deloitte Gov2020 Mobile Technology driver suggests that the mobile-
enabled workforce in the utilities sector could double to 2.4 million, improving
customer service and achieving superior cost efficiencies (Energy Digital).
12. See Cloud Computing in Gov2020: Explore the Future of Government at
http://deloi.tt/1WVG4dv
5 Building a single view of the Customer – Deloitte Customer Practice
6. 2. The QBCC Service
Delivery Transformation
A local Salesforce case study with a
customer-centric approach
The QBCC is the regulatory authority providing
information, regulation and also enforcement of
Queensland’s building and construction related
legislation for the industry. The organisation’s core
services focus on three key areas. Firstly, licensing
building and enforcing building standards are met,
secondly resolving disputes and lastly issuing building
insurance and resolving related claims. The organisation
reported approximately $170 million AUD in revenue and
has a pivotal role with the Queensland economy. The
building and construction industry employs around 10
percent of the 4.6 million people living in Queensland
and contributes approximately $60 billion AUD a year to
the state’s economy.13
Like many public sector organisations in Australia,
the QBCC has had to face challenges associated with
macro trends such as the rise of the digital citizen
and increasing expectations of digital public services,
financial constraints, navigating data privacy and security
concerns, whilst continuing to deliver excellent customer
service.
Since 2014, the QBCC has been on a transformation
journey to achieve a vision of being recognised by their
customers as the best and most respected regulatory
service provider in Australia. As Bruce McGregor,
Executive Director Customer Service at the QBCC,
summarises “…we recognised that to deliver on our
vision of being the most respected regulator in the
country we had to embark on a transformation across
our culture, processes and technology that had our
internal (QBCC employees) and external (homeowners
and builders) customers at the heart of it all. Keeping
true to our vision throughout of making it simpler and
easier to work at, and with, the QBCC has been our
overarching touchstone.” The effort and commitment
to that vision have paid dividends for QBCC with the
organisation recently taking out the 2015 National and
Queensland Award for achievement in service excellence
for a state or federal government agency at the
Australian Service Excellence Awards.
QBCC is now leading the way in Queensland and
across Australia in terms of implementing customer-
centric, cloud-first strategies for public sector. However,
a journey of this scale has taken leadership, time
and an unwavering commitment. Deloitte has been
assisting the QBCC since 2014 as a trusted advisor and
implementation partner.
This section discusses the QBCC cloud-enabled customer-
centric transformation case study by highlighting
elements that were contributory towards success. These
include core non-technology related factors such as an
adaptive timeline supported by the executive leadership
team, customer-based design and agile teams comprised
of cross-functional blended resources, and finally, key
‘as-a-service’ technologies that have enabled a scalable
and flexible solution.
2.1 A DIGITAL ADAPTIVE TIMELINE
In 2014, a number of business challenges were identified
that resonate across the Australian public sector.
Specifically, the QBCC leadership team acknowledged the
following concerns:
1. An inconsistent customer experience across
channels
2. Inwards focus, instead of customer focused
operating model
3. Disconnected business processes
4. Fragmented legacy systems and data.
Furthermore, within Queensland a number of legislative
reforms were foreshadowed and would impact the
QBCC.
13. QBCC Annual Report 2014-2015
6 Building a single view of the Customer – Deloitte Customer Practice
7. The QBCC piloted a number of smaller initiatives to
provisionally address these challenges. However, it
quickly became apparent that a comprehensive program
of work focused not just on technology, but people
and processes was needed across the organisation. The
Service Delivery 2015 (SD15) program was launched
in early 2015 with a view to build on the successful
Salesforce Service Cloud pilots and implementation of
Social Studio.14
Furthermore, the SD15 program was to
focus on four key financial benefits that would provide
a significant return on investment for the QBCC. These
desired financial benefits included:
1. Reducing the cost-to-serve by shifting services
towards digital
2. Rationalising technology to reduce risk, complexity,
and cost
3. Reducing the time to conduct and report on-site
building inspections
4. Overall business process efficiencies.
The enterprise-level investment portfolio reprioritisation
and adaptation was only achieved through unified
commitment from the executive leadership team of the
QBCC to this digital transformation.
“We learnt some early lessons and
decided that to really transform
we had to deliver new processes on
new technology guided by customer
insights. Simpler and easier became
not just our vision, but our daily
motto.”
BRUCE MCGREGOR
EXECUTIVE DIRECTOR QBCC
The QBCC’s unwavering commitment to customer-first
and value-driven investment decisions have facilitated the
necessary guidance to shape the digital transformation
over-time as emerging contextual factors became
apparent. After 18-months, the SD15 program has
delivered the following milestones:
• A Common Case Framework to standardise
processes and statuses
• Numerous end-to-end transformations for business
units from legacy systems
• A single view of customers across multiple
stakeholder-types
• A Customer Relationship Management (CRM)
enabled digital self-service portal, myQBCC.
14. As the industry’s social pioneer, Radian6 as part of Salesforce Social Studio
in the Marketing Cloud, allows organisations to quickly and efficiently track,
monitor and react to comments, questions and complaints as they happen on
social platforms. This product can facilitate tapping into over 650 million sources
from Twitter, Facebook, YouTube, blogs, news and more to “socially listen” for
what’s being said. Then, provide the options to action by routing important
social media posts to any user across an organisation for insight or follow-up.
7 Building a single view of the Customer – Deloitte Customer Practice
8. The SD15 program has not concluded yet, however, as a
program it has set-up the foundation for other potential
investments beyond the 2016+ horizon, when the
QBCC will have options to increase its scope of services.
There are three key aspects to this foundation that will
be discussed in the next sub-sections, starting with
Customer-based Design.
2.2 MAKING IT ‘SIMPLER & EASIER’
Taking a Customer-based Design (“CbD”) approach
to re-inventing the business processes to ensure they
focus on delivering an outstanding customer experience
has been fundamental in the overall mindset of the
digital transformation. The original customer personas
developed by Deloitte where enriched and embedded
through a unique approach, in which, QBCC engaged an
agency to invest in training a group of internal business
team members in a CbD approach to enable this design
capability. The result has been a customer design
capability that has been critical throughout the entire
program, ensuring that all design decisions reflect the
goal, described by Bruce McGregor as “making it simpler
and easier for our employees to do their job every day.”
The QBCC added to this vision by uniquely recognising
their approach needed to be balanced in considering
both the internal (staff) and external (public) customers.
It had to work for both. The distinction of employees
as ‘customers’ might be considered subtle, however,
in creating an internal QBCC government employee
customer voice, the program was able to effectively
empathise and prioritise internal transformation
improvement opportunities. This unique perspective
that Bruce McGregor and the extended QBCC leadership
team championed throughout the digital transformation
journey has been a contributing factor to success.
As an employee, it was critical that the processes and
systems enabled collaboration across organisational
departments through connected data, automation
where possible and focusing on their experience as
internal customers. Critically, prior to the SD15 program
employees did not have a single-view of QBCC external
customers and their history. Ultimately, hearing and
addressing internal customer needs (i.e. making it
‘simpler and easier’ for them) has assisted in delivering
greater customer service across multiple channels. Close
collaboration with deeply-passionate QBCC product
owners (see Section 2.3) and championing continuous
improvement cycles were critical to enabling this internal
customer voice to be heard and acted upon.
For the external customer, an integral component of the
CbD approach was the development of visual customer
journey walls. Steve Randall, SD15 Program Manager,
provided the insight that “project teams and wider-
business stakeholders started to really empathise with
customers when QBCC’s process interactions, emails,
letters, durations and emotions were displayed visually.”
Steve said that customer journey walls assisted to solidify
the design philosophy to be ‘customer-first’ and “led to
a design that met the customers’ demands, which has
been built on real world data – not internal assumptions.”
Figure 1 – QBCC Digital Transformation Timeline
8 Building a single view of the Customer – Deloitte Customer Practice
9. Importantly, customer empathy maps did not just start at
the first interaction with the QBCC, which is a common
oversight for private and public organisations alike. For
the QBCC, when a customer has a residential building
dispute case they may have been grappling with this
issue for some time before deciding to make contact.
They want someone within the Government to know
who they are, make it easy for them and demonstrate
a proactive disposition during the unfolding processes.
This can only be gained through close collaboration with
your actual customers and continuously referencing back
towards guiding principles during the design process.
In our view, a set of CbD principles are of significant
importance in maintaining a consistent vision throughout
digital transformations. Such principles communicate the
experience that people, processes and systems, such as
Customer Relationship Management (CRM) software,
will deliver for customers, employees and extended
stakeholders. Furthermore, they provide fundamental
goals that decisions can be measured against. An
example visualisation of our Deloitte reference CRM
design principles are displayed visually in Figure 2.
The outcome of taking such a comprehensive CbD view
at the QBCC has been a reinvention of customer focused
business processes on a new technology platform, which
in aggregate has provided the opportunity for greater
effectiveness and efficiency. However, the iterations and
feedback cycles associated with this approach could only
be managed through an agile delivery methodology as
discussed next.
“The teams were highly aware of
the customer and how their work
improves the customer’s emotional
journey. This added meaning and
purpose to the team’s work which
has led to a high level of ownership,
pride and quality.”
STEVE R ANDALL
QBCC SD15 PROGR AM MANAGER
9 Building a single view of the Customer – Deloitte Customer Practice
10. Figure 2 - Deloitte Reference CRM Design Principles
KNOW MY
CUSTOMER STORY
MAKE IT SIMPLER
& EASIER FOR ME
BE PROACTIVE
& HELPFUL
THE POWER
OF CONNECTED
DATA
AUTOMATE
EVERY WHERE
EXPERIENCE IS
EVERY THING
SINGLE
VIEW OF
CUSTOMER
2.3 AN AGILE DELIVERY APPROACH
Tightly coupled with the CbD approach has been the
“agile delivery” method employed by the program in a
highly controlled and regulated environment. The SD15
Program Manager and Agile Coach, Steve Randall, has
worked in close collaboration with Deloitte to refine this
approach after it was used in pilot projects. Refinement
efforts were focused on deliberately evolving to a hybrid
agile-waterfall method for alignment with the QGCIO
ICT Program and Project Assurance Framework15
and
additional governance arrangements introduced by
the enterprise Program Management Office (PMO). A
successful balance between project ideologies was found
and contributed to the overall program successes.
This balanced style represents a pragmatic and
increasingly popular approach to the challenges and
constraints that exist within organisations and cultures.
Recent Forrester research on the state of Agile found that
35% of all firms surveyed were using a hybrid approach,
and specifically 47% of large organisations used it.16
Furthermore, Forrester found that 65% of agile ‘expert’
organisations are deliberately choosing to mix agile with
other methodologies and consider this a mandatory
success factor.
15. For more information please see the Queensland Government CIO Policy,
https://goo.gl/S9UKQf
16. Forrester (2015) The 2015 State of Agile Development: Learn from Agile
Expert Firms.
10 Building a single view of the Customer – Deloitte Customer Practice
11. “By adapting an agile delivery
approach we have been able to
deliver SD15 within the QGCIO
framework while building a better
product through close engagement
with the business stakeholders. This
approach enabled the team to change
delivery focus based on emerging
business priorities without impacting
schedule or budget.”
STEVE R ANDALL
QBCC SD15 PROGR AM MANAGER
Hybrid agile-waterfall approaches balance the application
of adaptive agile concepts, such as adherence to the
agile manifesto, and techniques in traditional predictive
structured waterfall projects. This approach became
critically important for the QBCC, as the enterprise
initiated a number of other transformational projects
outside of the SD15 program under direction from the
PMO. Typically, such an approach involves the following
four high-level phases, as noted on our Agile@Deloitte
blog and Figure 3.17
1. Plan: Develop a high-level plan upfront for a
project, which helps mitigate a fear of failure by
providing a degree of comfort, confidence and
compliance to stakeholders.
17. For more information please see http://blog.deloitte.com.au/agile
Figure 3 - Hybrid-Agile Project Delivery Approach
2. Analyse & Design: Prioritise business requirements
and develop high-level solution designs. This
ensures an overall understanding of the problems
and approach to focus on prioritising business value.
3. Build & Test: Complete and test functional
elements of the solution through time-boxed
agile sprints. Included in this phase are any
detailed technical designs as required. There are
a number of ‘ceremonies’ that form a predictable
cadence during development sprints, these include
planning sessions (story point poker estimations
and backlog story refinement), daily stand-ups,
reviews (demonstrations of working features) and
retrospectives (see Figure 4).
4. Final Testing & Deployment: Conduct a final round
of integration, regression and user acceptance
testing before scheduling deployment to production
environments in a controlled manner.
Steve Randall summarises that for SD15 there were a
number of critical factors that underpinned successful
implementation of this hybrid approach. Firstly, creating
the role of product owner and co-locating them with
the project teams in a collaborative space without
physical walls or partitions. Steve attributes this to
“increasing the value of features being delivered and
assisting with change management efforts to embed
value for the business.” Secondly, the encouragement
of ‘entrusted leadership’ and ‘self-managed, no-blame’
team philosophies helped drive high performance. Steve
notes that teams took ownership of, and had pride in,
the outcomes. Furthermore, an emphasis on “goals not
roles for individuals and teams”, resulted in what Steve
describes as “above and beyond behaviours”.
11 Building a single view of the Customer – Deloitte Customer Practice
12. A number of benefits were observed from utilising this
approach at the QBCC. Firstly, issues were identified and
resolved early through regular reviews and feedback
cycles within the team and with business product
owners.
Secondly, the ability to accelerate high priority
features resulted in ensuring delivery of the highest
value elements within the overall constraints and
dependencies. Thirdly, there was a notable enhancement
of team collaboration by providing time-boxed focus for
disparate groups and functions during sprints. This was
particularly important at the QBCC where the extended
delivery team consisted of multiple vendors, contractors
and QBCC employees.
“The diverse team quickly unified
and progressed from forming to
performing and onto the utopia
of ‘self-managed high-performing’
under the agile-hybrid approach.
They are now receiving universal
acclaim due to the calibre and
collaboration of the amazing team
members from the QBCC and
multiple vendors. Deloitte continue
to be a major influence on this
outcome.”
STEVE R ANDALL
QBCC SD15 PROGR AM MANAGER
Fourthly, there was an increase in transparency and
feedback as stakeholders (and primarily the product
owner) was directly involved in Build and Test sprints and
their related cadences (See Figure 4). This supported a
continuous feedback dialogue between the SD15 teams
and the QBCC business. Finally, the hybrid-agile approach
supported the ability to rapidly prototype solutions, and
thus the project team could confirm requirements as
needed within short time-boxed predicable time periods
at the QBCC.
Ultimately, this approach resulted in the delivery of a
better quality solution and the ability to pivot direction
when needed.
2.4 SCALABLE & FLEXIBLE SOLUTION
DESIGN
Facing a complex, ageing legacy system landscape and
the challenge of meeting rising demands for increasing
services through digital channels, 18 months ago QBCC
was at a technology cross-road. They required solutions
that would provide opportunities to rationalise some
of the 100+ disparate systems within their ICT Portfolio
and provide a measure for ongoing agility. Cloud-based
Software-as-a-Service solutions were considered in
alignment with the broader technology direction of
the Queensland Government through the Queensland
Government’s Chief Information Officer’s (“QGCIO”)
‘cloud-first enterprise’ framework. This framework
principally establishes a working model for cloud
adoption for government departments and agencies.
Through alignment to this approach, the QBCC would
fundamentally shift their existing ICT risk profile and
operational burden and began a technology solution
journey that would enable many of the customer
experience and business improvement objectives.
01
Monday
Tuesday
02
Wednesday
03
Thursday
04
Friday
05
Tuesday
07
Friday
10
Monday
06
Wednesday
08
Thursday
09
10-day Sprint Cadence
Sprint
Planning
Daily stand-up meetings & product development effort
Sprint Review
& Demo
Sprint
Retrospective
Backlog refinement & prioritisation
Figure 4 – Typical 10 Day Time-boxed Sprint Cadence
12 Building a single view of the Customer – Deloitte Customer Practice
13. Salesforce Service
Cloud allows
organisations
to seamlessly
manage CRM
and customer
service workflow
across an entire
organisation via
any channel.
Building a single view of the Customer – Deloitte Customer Practice13
14. After due-diligence and a pilot project with the
Salesforce platform, QBCC decided to invest further in
‘Service Cloud’ and leverage it across the entire business
as their central customer and case management system.
That included 300+ users across nine regional offices
throughout the state of Queensland including the head
office and contact centre in Brisbane.
Salesforce Service Cloud allows organisations to
seamlessly manage CRM and customer service workflow
across an entire organisation via any channel.18
QBCC
partnered with Deloitte to design and deliver a solution
which leverages Service Cloud to gain a single view of
customer information and follow a common service
process to complete customer cases.
QBCC has now delivered a single view of customers
on the Salesforce platform which allows anyone in the
business a centralised overview of customer information
and case history. This has resulted in faster processing of
customer queries. Salesforce Service-Cloud is now the
one enterprise-wide platform across the business which
delivers a Common Case Framework that standardises
case management to seven common statuses (See Figure
5). Ultimately, this means that all customer enquiries are
processed essentially in the same method.
This has delivered process efficiencies, reporting
consistency and overall simplified operating procedures.
“Our common case framework,
underpinned by the solution design,
and has resulted in simplification,
less customisation, less risk
and complexity and consistent
measurement throughout the
business.”
BRUCE MCGREGOR
EXECUTIVE DIRECTOR QBCC
With these foundations in place, the QBCC has been
able to extend the platform by implementing a digital
self-service customer portal, myQBCC, enabled by
Salesforce customer Community Cloud. This Salesforce-
enabled portal provides the capability for customers to
register, update their details, create cases and then track
their status during investigation all on the one platform.
Furthermore, Salesforce’s two-sided platform orientation
facilities access to a greater solution capability, at lower
costs, through their extensive AppExchange where third-
party features and solutions can be procured and easily
provisioned.19
18. There are a number of cloud offerings from Salesforce including Sales,
Service, Marketing, Community, Analytics and Apps. For more information,
please see http://www.salesforce.com/au/products.
19. The AppExchange is a business app marketplace for the Salesforce platform.
AppExchange apps customise and extend Salesforce through an extensive
ecosystem. For more information see, https://appexchange.salesforce.com
Deloitte is Global Implementation Partner for Salesforce and has been named
a leader for this vendor by both Gartner and Forrester, for more information,
please see http://www.deloitte.com/salesforce.
Figure 5 – QBCC Common Case Framework
14 Building a single view of the Customer – Deloitte Customer Practice
15. At the QBCC, when the agile development team faced
technical challenges or requirements to accelerate
delivery, the Salesforce AppExchange assisted in
providing options and reducing risk. However, selection
of such additional features needs to be undertaken in a
structured and considered process to ensure commercial
and technical due diligence is completed.
“Our new processes and services
now have a continuous improvement
capability; that is a working solution
which is continually iterated…
this has been underpinned by the
scalable and flexible Salesforce
solution that also enables tracking
the tangible benefits on dashboards,
providing greater insight into our
performance and where to invest in
enhancements.”
BRUCE MCGREGOR
EXECUTIVE DIRECTOR QBCC
Behind the scenes, the flexible and scalable solution
architecture that Deloitte has advised on involves
integration to core back-end systems through the
MuleSoft integration platform.20
MuleSoft is a market-
leading integration Platform-as-a-Service (iPaaS), which
was listed as one of the Top 500 fastest growing
companies in North America in 2014 by Deloitte and
Gartner labelled them as visionary leaders in their iPaaS
Magic Quadrant for 2015. Their Anypoint Platform
includes support for:
1. Service-Orientated-Architecture (SOA) for
connecting on premise systems and data with
extended cloud, device and API-enabled assets.
2. Software-as-a-Service (SaaS) connectivity for
integrating cloud-based applications with each
other.
3. Application Programming Interface (API)
Management to accelerate design, development
and management of new interfaces.
As Bruce McGregor stated recently, “as an integration
platform-as-a-service, MuleSoft Anypoint Platform
decreased the complexity of connecting to disparate
systems and applications, on-premises and in the cloud.
It was a critical component for enabling us to fully take
advantage of new technologies, such as Salesforce, and
shift to digital channels to serve our customers in new
ways”.
From a program delivery perspective, Steve Randall
observed that the utilisation of flexible and scalable
cloud-based solutions, such as Salesforce and MuleSoft,
had a dramatic impact to the overall release process
by reducing it from 5-10 days to less than 3 hours.
Furthermore, Leon O’Brien, QBCC Enterprise Architect,
reflected that “by following the SD15 program example
to rationalise and adopt ‘as-a-service’ models of
delivery, it will enable the CIO to plan for redirection of
operational expenditure into value creating services and
activities; services that add value to the business, rather
than keeping the lights on.”
20. Deloitte is a MuleSoft global implementation partner and can provide hybrid
integration solutions that accelerate digital transformation initiatives to unlock
critical data, enable rapid application development and provide continuous
mobile experiences.
15 Building a single view of the Customer – Deloitte Customer Practice
16. The program has been running for 18 months delivering
through an agile customer-centric approach combined
with the right technology, which have been critical to
its success. The new customer Disputes process solution
went live on November 1, 2015. The following highlights
some of the outcomes that the program has delivered to
date:
• 165% increase in the number of successfully
completed Digital submissions
• 67% favourable response in the new application
and quality of data received by staff
• 96% decrease in manual re-work and processing of
a transaction, this represents a saving of up-to 28
weeks per annum in labour
• Transaction ‘cost to serve’ has decreased up to 80%
• Some case closures were 49 days, which have now
been reduced to 26.
These early data points outlined above are encouraging
and indicate positive trends. Further analysis will be
undertaken as a greater data set is collated to track
the long-term benefits. However, it is evident that the
shift to digital channels is having a material benefit for
the organisation in helping deliver greater customer
satisfaction through digital channels which is increasing
customer experience at a lower cost. Furthermore, as
Steve Randall highlights, “the QBCC is now focused on
the customer and customer outcomes. The underlying
technology solution has been refreshed, and most
importantly, has the capability to grow with the QBCC
and their customer focus for years to come.”
3. Conclusion
“We have seen a significant
reduction in resolution timeframes
along with cost to serve through
increased digital channels, whilst
our single customer view for our
team empowers the team to provide
the right advice consistently to
customers.”
BRUCE MCGREGOR
EXECUTIVE DIRECTOR QBCC
16 Building a single view of the Customer – Deloitte Customer Practice
17. Contact us
DAVID TAN
Partner, Deloitte Digital –
Customer Technology
Tel: +61 2 9322 3033
Mob: +61 413 887 220
davitan@deloitte.com.au
MATT CAMPION
Director, Deloitte Digital –
Customer Technology
Tel: +61 7 3308 7313
Mob: +61 404 810 623
mcampion@deloitte.com.au
CALLAM PORCH
Manager, Technology Advisory –
Strategy & Design
Tel: +61 7 3308 7424
Mob: +61 409 347 790
cporch@deloitte.com.au
17 Building a single view of the Customer – Deloitte Customer Practice
