Service Performance Manager Service Excellence Expert Centre
Presentation Content
1. Context & How change happened 2. What has been achieved? 3. What lessons were learned?
The Business
Information Services
Financial Services
Mars Global Services
Associate services
Our Customers
• • • •
60,000 IT Users Across 400 sites Over 100 Business Applications Central Help Desk
“If it ain't broke, don't fix it” Bert Lance, 1977, Director of the Office of Management and Budget under President Jimmy Carter
2005
2006
2007
2008
2009
2010
2011
2012
2013
How Change happened in the Organisation
Dec 2011 Programme Review
Clarify the Current State
Drive Survey Efficiency
Drive Survey Value
Setting the Vision to Drive Change
What’s the Vision?
Where were we?
Where did we want to be?
Exceed customer satisfaction at each interaction
Average 7.45 out of 10
Average 8 out of 10
How would we get there?
Exceed customer satisfaction at each interaction
Measure
Engage
Improve
• Satisfaction score for all areas of responsibility
• Transparently communicate results
• Prioritise focus areas based on business impact
• Clear, Relevant actionable reporting
• Regular progress communications
• Action plans to drive Customer Satisfaction
How change Happened in the Programme
We looked at the survey process through a value lens
“If you change the way you look at things, the things you look at change.” Wayne W. Dyer, American Psychologist
We created buy-in with Stakeholders CIO’s/ Snr managers
I would love to see a rolling programme of surveys, but I don’t think its practical. Snr Mgr. Interview 1
Commercial
End users
Stakeholder interviews
Application owners
Service Managers
If you were to zero in on where the dissatisfaction is, that might drive you to a different investment if you combine that with critical incident. Sen Mgr. Interview 5
Regional managers
A total programme redesign using stakeholder feedback
QUESTIONAIRE
REPORTING AND ANALYSIS
PROCESS
ACTION/ IMPLEMENTATION
Key driver analysis at the heart of the programme FROM:
TO:
Identified time wasting internal processes and changed them Changing the translation process for 14 languages had massive benefits: • Huge saving of internal resource (30 man days) • Quality of translation local markets were impressed • Reduction in project delivery time (4 weeks saved) • Ease of management
Accounted for response differences in crossnational research
Japanese typically use lower parts of a scale to express their opinion, conversely Mexican cultures tend to bias towards the top end of scales.
SATISFACTION
0
1
2
3
4
Japan
5
6
UK
7
Mexico
8
9
10
What has been achieved?
Transformational changes Response and user experience
• Higher response rates, better user experience • Really understanding the key drivers • Greater consistency of action plans and implementation • Greater value KILLER ROI
ACTION/ IMPLEMENTATION
Moving Mars IS closer to making satisfaction a HABIT…
Making Customer Satisfaction a Habit
Habit
Competent Understanding
Unaware • Know you should do a user survey • It’s a management tick box exercise • Measurement but no real action plans
• Short list of high impact actions which directly improve user satisfaction
• Simple obvious views of results
• Ability to integrate with other business Metrics
• Aware of some issues
• Action plans are:
• Action plans are:
– consistent – shared with the business – follow through measured
– inconsistent, – poorly communicated – little follow through
• No longer considered a survey and a score • Everyone knows their satisfaction score & maintains dynamic action plans
• It is a habit and a culture most of the time we don’t even know we are doing it
What lessons were learned?
Maximise the team value – recognise the experts for each part of the process
Programme design
Questionnaire design
Analysis
Communication
Action planning
Follow through
Develop trust as rapidly as possible Key elements to help speed up trust building: • Altruism - really believe in ONE team – internally and externally – they are all partnerships • Absolute honesty • Passion, perseverance, proactivity • Determination and desire • Listen and adapt • Demonstrate skills and add value
Be open & honest, don’t be afraid to make suggestions no matter how radical!
Choose your battles wisely!
Life isn't measured by how many times you stood up to fight. It's not winning battles that makes you happy, but it's how many times you turned away and chose to look into a better direction. Life is too short to spend it on warring. Fight only the most, most, most important ones, let the rest go.” C. JoyBell C, Author
Embed the programme in your organisation, make it a Habit, not a survey
Recap “Making Customer Satisfaction a Habit”
1. Context & How change happened 2. What has been achieved? 3. What lessons were learned?
Final words “Making Customer Satisfaction a Habit”
• Reduce effort spent running your survey to free up time & resources • Understand satisfaction key drivers • Drive improvement and embed in the organisation
