Our Take on ‘Winning the New Service Game’

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Author: Mark Savinson

In McKinsey’s article, ‘How CEOs can win the new service game’, the authors have identified four trends: Rapid & Extreme Digitization; The Virtualisation of Workplaces; The Ascent of Contactless Operations; The Rise in Dynamic Talent Management.

 


Clearly, the impact of digitalisation on our customers, people and processes is significant. If we are to deliver the service levels our clients require, change has to happen and happen quickly.

I would argue the danger of the new service game is that we all fall back into the trap of the ‘build and they will come’ approach which has impacted every other digital service-led revolution. Look at how effective your first ERP implementation was. Then there was your CRM, your website, etc. Let’s be honest, for some of us, our latest implementations are still failing to deliver the promised returns.

Let’s all take a deep breath and remember that success relies on the three legs of change – People, Process and Tools. In simply adding a new piece of software, without defining the process it supports and ensuring people can deliver the process outcomes using the software, you have just bought a new tool!

Why has Tesla outperformed traditional car companies? Because it has no legacy process and people to ‘change’ to a new way of operating. Unfortunately, we don’t all have this luxury.

If we break down the McKinsey article, we actually hear two things:

  1. Customer expectations are changing, so we must change to. This is nothing new, but we ignore its impact at our peril.
  2. Digitalisation is helping define new service expectations. This also encompasses the processes that digital tools support and how people interact with customers throughout the process. This also has a knock-on impact for employee satisfaction, as we may find some automated processes simply leave our people dealing with extreme problems and never hearing anything positive from customers.

So, what’s the solution? Here’s three simple steps to get you on your way:
  1. Model the end-to-end process that will deliver the service levels required. This becomes your process map.
  2. Translate this into a toolset requirement. This becomes your requirements document.
  3. Define the roles your employees play in this process, alongside the associated skillsets, before assessing your people against this. Here, your scope of change will be defined. While many can help with the first two steps, our Kompetently platform is uniquely positioned to help assess the current capability of your teams in delivering the required activities - providing them with tailored pathways to ensure they have the knowledge, skills and behaviours required to deliver the expected service levels.

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