"Center Out" Business Architecture. Creating a Responsive Omnichannel Customer Experience
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The document discusses implementing a "center-out" architecture to create an optimal customer experience across channels. It describes typical fragmented customer journeys and proposes mapping milestones and steps to better understand the customer. A "brain" would use business rules, natural language processing and predictive analytics to guide customer service representatives. The benefits of this approach include reducing complexity, increasing customer satisfaction, lowering costs, and improving speed and agility by putting the customer at the center.
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"Center Out" Business Architecture. Creating a Responsive Omnichannel Customer Experience
- 1. "Center Out" Business Architecture. Alex Rubin Director of Product Management and Digital Transformation Creating a Responsive omni-channel customer experience.
- 3. Example. Let’s break it down Online Shopping Unable to find Call Customer Service Back to the web store Customer Service chat Give up! Unable to purchase … a typical retail eCommerce customer journey with siloed channels
- 4. Channels and micro-journeys Channels: - Desktop website - Phone. Customer Service - Mobile app store - Chatbot. Customer Service - Online chat. Customer Service Micro-journeys: - Desktop website to …. phone. Customer Service - Chatbot. Customer Service to … online chat. Customer Service
- 5. Center-out architecture explained Customer Service call center Mobile app Customer Service chat Website Home Grown Systems ERPs Mainframes Databases Cloud Systems CUSTOMER OUTCOMES
- 6. Mapping a customer journey milestones steps
- 7. What is a “brain”? ❏ Business rules ❏ Guides customer service ❏ Natural language processing ❏ Augmented reality ❏ Predictive+adaptive analytics
- 8. Steps to implement center-out architecture 54321
- 9. Benefits Path to speed and scalability by architecting your technology with customer outcomes at the center. ● Reduction of complexity28x ● Net Promoter Score increase 12 ● Cost decrease 88 % ● Speed10x ● Cost1/10
- 10. Q&AAlex Rubin Director of Product Management and Digital Transformation www.linkedin.com/in/arubin
Notes de l'éditeur
- How many times have you found yourself lost in a webstore trying to find what you need, comparing prices, looking for deals? Why are customer experiences complicated, disconnected and confusing at times? How do you avoid or minimise the dreaded out of stock message?
- You are at home shopping for specific t-shirt; You are not able to find it; So you call the customer service; Explain everything; They direct you to a specific Item Number on the website that you scribble on a piece of paper; You are late for an appointment; Run out; Mid way through your appointment, waiting, you decide to finish the shopping but you forgot the paper with the Item Number; So you chat with the customer service on the phone; Explain everything again; They give you the item number; But your appointment is finally up; So you put the phone in the pocket and go about your business; Back home you open the phone and find that the chat expired and the Item Number is nowhere to be found. Frustrated you decide to take your business elsewhere. Let’s identify the channels and break the entire customer journey into micro-journeys.
- Start off with the channels from the previous example. Now let’s look at some examples of the micro-journeys we observed. How can we glue the channels to micro-journeys, to corporate systems, to customers and employees?
- First mistake - starting in a channel (mobile, website, chatbot, call center) - you end up embedding your business and process logic in each channel. Hard-coding it into the channel. Creates silos that we observed in the example earlier. Every time you make a change you have to make it in multiple places. The second mistake - starting from the bottom (systems, databases, mainframes, ERPs, even cloud systems) - at the end of the day they are all siloed products with a lot of complexity not built around customer journeys. These disconnected experiences are hard and expensive to change. The Center-Out architecture starts with the customer in the center and more importantly - with the outcomes that the customer wants to achieve. What connects the 2? Customer journey. Let’s talk about the customer journey in detail.
- Now let’s separate the business logic from the channels; Then map the micro-journeys to the business logic stages; Business rules should include corporate policies, regulations and compliance. Stages are milestones that have to be achieved to get the work done in a specific micro-journey. They are important because they create a common language for all process participants. Each milestone has a set of steps. So where does this information, do these rules reside? In the “brain”.
- Here you can see some examples of what constitutes a “brain”. ... Various systems have intelligence. What’s important is that the brain acts as an arbitrator pulling all intelligence together for better customer and business outcomes. The key value of having the brain is a consistent application of business rules and business intelligence across all channels. The “brain” needs to be auditable - two benefits - (a) provides data for continuous improvement (b) creates an audit trail to ensure compliance. We went over key components of the center-out business architecture. Now let’s put it all together into a sequence of steps. How does one implement center-out?
- When connecting to channels use a concept of Digital Experience API that replicates the internal logic out to the customer facing technology. So if a field or even a set of new steps is added to the “brain”, you don’t have to manually add the same field in a channel. Digital Experience API informs the channel that will in turn adjust to accommodate the new logic. Traditional approach is to embed data lookup directly into the process. That leads to creation of technology processes and not true business processes. So every time you want to make a change to your systems you have to make a change to you business processes which creates interruption. A good practice is to have a virtualization layer. It manages the complexity of upstream systems and provides relevant data to the “brain” using business terms. Another great advantage of a virtualization layer is that it can predict the data that’s needed and create more responsive, faster, experiences for customers. Use a concept of a layer cake to architect to scale. Bottom has common definitions, layer above captures variations on a region basis. Layer above captures product or business unit variations. Etc. And each customer get a vertical slice of that cake. The key is that bottom layer logic is not repeated in the upper layers. Time to talk about the benefits.
- Back at PwC when I talked to customers, I was often told “we have 1000s of business processes. So there’s huge complexity”. If you step back from it, you realize that most of them are the same process that has regional and local variations (flavors). Historically we managed this variation by building customization which duplicated and complicated the business logic and systems, which in turn led to slow response and mistakes. Overtime this becomes really expensive. These are real life results from implementing center-out at customers in the US and Europe. Talk about 88% cost reduction that resulted in re-allocation of staff from backend support to front end customer facing roles. Which in turn drove sales and revenue up. Q&A