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1、How to Secure Buy-In for Service Transformation ProjectsBest practices for service leaders on gaining stakeholder approval for technology investmentsSummaryContentService leaders know they need to improve service delivery,cut costs,and provide a better experience for customers and employees.But gett
2、ing the approvals and budget OKs for service innovation projects can pose major challenges.While individual service projects need to be prioritized to help you hit department goals,its not always easy to get a green light for funding.Savvy leaders have learned how to align their service transformati
3、on plans to larger corporatepriorities for faster approval.In this white paper,well show you how to:Closely align service goals with larger company objectives Secure buy-in across all stakeholders Achieve demonstrable results quicklyGet best practices that industry leaders use to gain budget and sta
4、keholder approval for service technology investments.3Introduction11Chapter 1 Get a Seat at the Table and Align Service Transformation to Larger Strategic Initiatives15Chapter 2 Gain Approval for a Specific Transformative Project From All Stakeholders21Chapter 3 How AI Specifically Helps Firms Reach
5、 Serviceand Larger BusinessGoalsCOVID-19 has further accelerated the shift in service trans-formation projects.Where one or two years ago these proj-ects had a five-year timeline,those timelines have shrunk significantly.The move is partly in order to keep up with the pace of change,especially aroun
6、d customer expectations,and partly in the move to institute changes that leverage service as a revenue generator,as companies turn to service as a competitive differentiator.In addition,many switched toor,at the very minimum,planned to take ondigital service models to offer remote support to custome
7、rs and employees in the midst of the pandemic.This shift has prompted an industry-wide trend towards a longer-term service transformation where remote and self-service becomes more widely adopted.Even as service organizations plan for these changes,there are often competing organizational and depart
8、mental pri-orities that make it difficult to achieve stakeholder buy-in across the company.According to Aly Pinder,Program Director,Service Innovation,and Connected Products at IDC,many organizations spend the bulk of their efforts on achieving customer excellence(54,35%)in the delivery of products
9、and services as they invest in cutting-edge tech-nology.In other cases,operational excellencewhether in terms of production and creation of offerings(52,92%)or IntroductionHOW TO SECURE BUY-IN FOR SERVICE TRANSFORMATION PROJECTS4INTRODUCTIONsupply chain and distribution(38,64%)takes priority over cu
10、stomer engagement(36,60%).While those corporate priorities are the right ones to have in the current climate,the problem service leaders often experience is demonstrating how their service transforma-tion projects support the larger company goals.And if they cant do this,they often wont get buy-in o
11、r budget.In addition,some stakeholders may be inherently skeptical of technologys presence at the center of service opera-tionsand study findings show that a low level of trust in new technology is one of the prime barriers to technology adoption.The service industry is nevertheless primed for under
12、taking transformational change,and it can now take proactive steps to confront investment barriers and potential stakeholder objections by:Defining how service transformation projects fit into the larger digital transformation efforts of an organization Showing how improvements in service will benef
13、it the entire company Developing beneficial alliances across departments Demonstrating the benefits to gain the service teams engagement in technology adoptionA service leaders contribution,however,does not end here.It is important to earn a seat at the table with upper manage-ment,and then hone in
14、on the details.Once industry players have secured business buy-in for the service transforma-tion project,they need to obtain approval for their specific technology projects from all partiesstarting with C-Suite executives and ending with users.As service leaders begin securing buy-in from all the k
15、ey players,it is equally important to get the service team on board with this transformation.The service team is directly impacted by this transformative projectand it is crucial to generate engagement in technology integration among these workers for the deployment to proceed smoothly and be succes
16、sful.COVID-19 has further accelerated the shift in service transformation projects.“WHITE PAPER 2021HOW TO SECURE BUY-IN FOR SERVICE TRANSFORMATION PROJECTS56INTRODUCTIONINTRODUCTIONA Snapshot of the Service Landscape TodayThe service industry has seen a steady rebound after the COVID-19-induced slu
17、mp.Digital innovation has reached an all-time high globally,staying firmly at the center of this sectors recovery.The recovery,however,is not yet complete.Industry players are reasonably resilient to the structural changes within the service sector,with some having already stabilized digital operati
18、ons and virtual workforces.Yet“de-spite progress,”says Aly Pinder from IDC,“there are still organizations who have taken a step back and will need to re-assess their digital transformation efforts in the early part of 2021,ensuring that they close the digital divide.”Organizations acknowledge the po
19、ssibility to further digi-tize their business.Data from Aly Pinders analysis of the COVID-19 Impact on IT Spending Survey run by IDC reveals that digitally enhancing products,services,and customer experiences is a top goal for 2021-2022 within many orga-nizations.As Copperbergs Field Service Survey
20、Report underscores,the needle is moving in the right direction:Service companies are currently helping their employees understand and work with the latest technology.The majority have implemented e-learning systems(63%)and better training for their service staff(74%).Copperberg,Field Service Survey
21、Report 2020The last few months have set the scene for new service de-livery models and growing customer expectations,speeding up industry advances.Copperberg highlights some of the most important trends:Mobility is gaining traction with a focus on continued competence development Improving customer
22、experience is of great importance to service leaders New technologies are set to govern the post-pandemic worldDigital transformation emerges as a prominent trend,mak-ing it essential for industry leaders to identify new ways to deliver service and drive more value from digitally-enhanced offerings.
23、But finding a balance between digital and tradi-tional service models is where service leaders need to find balance.Service Leaders Face New Roadblocks in Returning to NormalAs industry players are waking up to the implications of tech-nology in service,many firms are likely to find themselves in th
24、e thick of service transformation.“WHITE PAPER 2021HOW TO SECURE BUY-IN FOR SERVICE TRANSFORMATION PROJECTS78INTRODUCTIONINTRODUCTIONStill,persistent service issues remain.The service sector is undergoing major shifts globally,essen-tially driven by a wave of early retirement and changes in customer
25、 requirements.However,many workers have yet to acquire the knowledge necessary to rise to new stringent standards or replace the vital workforce in a company.For this very reason,Aquants Service Intelligence Benchmark Report calls attention to the need for a better understanding of individual workfo
26、rce performance.Sourced from leading service organizations,Aquants Bench-mark Report has garnered sufficient evidence that points to the presence of a knowledge gap in an organizations work-force as a prime contributor to:Higher-than-average service costs Service delivery difficulties An uptick in c
27、ustomer churnThe report also foregrounds the staggering cost of knowl-edge gaps,revealing that the bottom quarter of the work-force amounts to 80%more in service costs than the top quarter.One of the clearest conclusions is that service leaders need to invest in a transformative shift,with the aim o
28、f closing the gap that potentially exists between technicians.Firms who prioritize upskilling underperformers with the knowledge of seasoned experts can improve service per-formance tremendously.Upgrading the skill level of the workforce is also becoming imperative for organizations looking to switc
29、h from traditional to more profitable service models.Moving forward,the ability to drive customer value through service in different ways,in-person or remote,will drive new relationships and potential revenue streams.Aly Pinder,Program Director,Service Innovation,and Connected Products at IDC“HOW TO
30、 SECURE BUY-IN FOR SERVICE TRANSFORMATION PROJECTS10INTRODUCTIONOrganizations pulling together a transformative shift nor-mally aim to earn buy-in beyond the boardroom.However,presenting the proposal to influential executives is the first step.Industry leaders that advocate for a seat at the table w
31、here investments are being considered can take these system-atic steps to align the firms service transformation goals to larger strategic initiatives and increase the chances of securing buy-in:1 Think in big-picture terms,but also define the problem in granular details.Innovation groups within ser
32、vice organizations need to cap-ture both big-picture and granular details.Seeing a problem in big-picture terms allows industry play-ers to set larger goals,but developing clear-cut action plans and processes to forward the companys transformative ini-tiative requires detail-oriented thinking.To get
33、 executives to pay attention,industry players need to balance the need to think big with the equally important necessity to look at the details in the big picture.2 Show how service projects are tied to the larger strategic initiatives of the organization.In the course of a year,each organization is
34、 likely to prioritize up to 3 important initiatives that are linked to a list of top strategic issues.Such initiatives typically focus on:Chapter 1Get a Seat at the Table and Align Service Transfor-mation to Larger Strategic InitiativesHOW TO SECURE BUY-IN FOR SERVICE TRANSFORMATION PROJECTS12GET A
35、SEAT Cost reduction Customer excellence Churn reduction Strategic growth Service as a business driverService leaders should seize the moment to outline how the transformative project fits into the larger narrativeespe-cially how this shift to service innovation will help to address other strategic i
36、nitiatives put into motion by the organization.Stakeholders need to see these goals as inherently insepa-rable and interconnected.3 Work with executives,commit-tees,or innovation groups to be part of the problem-solving group and be pro-active in offering solutions.The success of transformative proj
37、ects weighs heavily on the problem-solving groupand it falls on each representative to come up with targeted solutions for innovation success.Once service leaders are empowered to fully contribute to the problem-solving process,they need to demonstrate their involvement by thinking creatively about
38、how to address long-standing problems.TipWhen answering the question“Why should we commit to this service project now?”consider that data-driven tech-nology deployments for service addresses challenges that have long been factored into the cost of doing business.As such,it may require an equal amoun
39、t of educating and advocating to justify the investment.The compelling busi-ness case is that service challenges(which impact customer satisfaction and the bottom line)previously too costly and resource-intensive are now solvable with quick-to-deploy,cost-effective technology.Stakeholders commonly r
40、ely on likely outcomes.The main aim of such efforts is,therefore,to offer solutions whose be-nefits you can demonstrate to be specific,measurable,and realistically attained by goal dates.WHITE PAPER 2021HOW TO SECURE BUY-IN FOR SERVICE TRANSFORMATION PROJECTS1314CHAPTER 1GET A SEATChapter 2Gain Appr
41、oval for a Specific Transformative Project From All StakeholdersHaving an executive consider a proposal is just the beginning of a service transformation journey.Whether the project gets off the ground chiefly depends on the next step:securing buy-in from all stakeholders.Once high-level leaders ack
42、nowledge the problem and are committed to solving it,service professionals can take pro-active steps to gain approval for a particular technology investment from all parties involvedbe it IT,operations leaders,or end-users.What should service leaders do to be in a better position to garner buy-in an
43、d support for their transformation projects?1 Focus on the granular issues.Should the firm improve its service delivery to reduce churn?Or is it time to close the costly skills gap for better service ROI?Regardless of the problem at hand,service professionals should highlight the granular issues inv
44、olved with each spe-cific technology deployment.HOW TO SECURE BUY-IN FOR SERVICE TRANSFORMATION PROJECTS16GAIN APPROVALNot all stakeholders will immediately recognize the warning signs of a lacking service function or deem it as a priority concern.Focusing on the specifics of a targeted problem can
45、demonstrate the need for implementing changes to that particular service operation.2 Demonstrate value of technology.By establishing the value of a particular technology,service leaders can build credibility.However,it is not enough to communicate how a tool can solve specific service problems or he
46、lp professionals tap into new service-driven revenues.Those seeking buy-in should focus less on the technology and more on linking stake-holder pain points and top priorities to such investments.They also need to provide relevant proof points that support their claims.3 Be open to third-party assist
47、ance.Prior to making the case for technology investments,service leaders may need to consider requesting assistance from a vendor.A solid business case requires great project management and financial skills.Working with a vendor on a structured proposal for investment has proven to be extremely bene
48、fi-cialespecially if service professionals have limited exper-tise in such matters.Vendors can guide industry players through the entire pro-cess of assembling a timely business case,helping them to demonstrate the value and benefits of the service project for greater buy-in.But as firms prepare for
49、 technology investments,many other decisions hang in the balance.One of the most common is whether to invest in building an application in-house or pur-chase external software.For example,the experts at Sysmex America asked them-selves the same question:is it better to build or buy a cus-tom-built a
50、rtificial intelligence(AI)tool for service?Peter Tregarthen,the Senior Manager of Customer Care Systems at Sysmex America,explained how they took the pain out of AI adoption in a webinarclarifying that the initial decision to build two AI prototypes came naturally:“We did a lot of self-builds.When w
51、e looked at our business problems and the data we had,we found that there werent products in the market at that time that really supported us.So we created a culture of building products on our own to fit the business need.Then came the pitfalls of internal development.Multiple obstaclessuch as issu
52、es with data collection and cura-tionimpeded the development of both self-build proto-types.Ultimately,the applications struggled to bring in the expected results.Sysmex America chose an AI Vendor who not only under-stands the inner workings of the service business and AI,but also understands how th
53、e two come together to drive results.This kind of expertise increased the firms confidence to purchase a third-party AI system.Buying a third-party platform that is custom-built for ser-vice protects a firm from the staggering cost of developing software in-house(whether in time or money!).WHITE PAP
54、ER 2021HOW TO SECURE BUY-IN FOR SERVICE TRANSFORMATION PROJECTS1718CHAPTER 2GAIN APPROVAL4 Dispel technology myths.Many organizations may acknowledge the opportunities that lie in AI for service but ultimately see it as an expensive investment that is extremely labor-intensive.This is one of the man
55、y different myths surrounding AIand it is on service leaders to debunk it to lessen a potential pushback from stakeholders.AI,similarly to other technologies,doesnt have to be an overly complex tool.It can be easily and cost-efficiently used by an entire team,and it can even integrate into a firms e
56、xist-ing systems without expert assistance.It is also becoming increasingly affordable for organizations to solve pressing service bottlenecks with the help of AI,as many are achiev-ing results quickly and at a lower cost.When dispelling myths about AI,industry players can sepa-rate fact from fictio
57、n by zeroing in on the benefits to service.Instead of a spike in costs,service models rooted in AI will bring value to firms by helping ease issues associated with:Aging workforces Erasing the skills gap Driving remote service goals Reducing service costsWe chose to use an AI vendor who understands
58、the service business model.Why?Because we found that the build process was labor intensive to the point where we would need to hire an army of specialists to curate our data before it was usable.Peter Tregarthen,Senior Manager,Customer Care Systems at Sysmex America“HOW TO SECURE BUY-IN FOR SERVICE
59、TRANSFORMATION PROJECTS20GAIN APPROVALChapter 3How AI Specifically Helps Firms Reach Serviceand Larger BusinessGoalsAI is opening up new possibilities in service.This is especially true for AI that understands and continuously learns from your own service dataabsorbing everything from service ticket
60、s and parts information,to the collective knowledge of your workforce.The benefit of this new breed of AI is that it can quickly turn your data into actionable recommendations,providing a major boost to service delivery.The technology is now a primary driver for service-driven revenues and it can ac
61、celerate company-wide performance improvements,leading to:Efficient service delivery across all channels Excellent customer service Remarkable reduction in customer churn Closed knowledge gaps between employees Worldwide enabled remote workforces Higher service mobility at lower costsBut dont assume
62、 that the benefits speak for themselves across all stakeholder groups.Its up to service leaders to create a compelling and easy to understand narrative to detail the AI journey.HOW TO SECURE BUY-IN FOR SERVICE TRANSFORMATION PROJECTS22REACH SERVICE GOALSNext step:data.Part of building that narrative
63、 requires using existing and projected data to tell that story.But first,you need to understand:What data to prioritize Methods to extract previously untapped data How to analyze disparate data Strategies to link service data and expected results to other top business initiatives The most clear and
64、compelling ways to present the data to stakeholdersThe fear has historically been that without a data savvy team(or team of data scientists)in house,the task would require either rapid hiring for new positions,or third party consul-tants to take on the task.But AI deployments dont need to be challen
65、ging.Aquants platform was specifically built for service organizations and can be deployed without any additional in-house technology experts.The Aquant data team,who is also well versed in service data specifically,reviews a sample of service tickets.After analy-sis,they provide an executive-friend
66、ly dashboard,demon-strating important highlights such as where your service team stands in relation to industry benchmarks,where you can take cost-effective steps to rapidly improve service delivery,and customer stats,including those who are in danger of churn.Additionally,a workforce index highligh
67、ts specific areas to upskill the team.Get an in-depth report that includes:A detailed map showing the gap between your high performers and challengers,which can be used to understand the relevant areas for development among your service workforce.A service solution heat map that identifies patterns
68、of your most common service problems,along with recommended solutions.Youll also see specific actions that are causing high costs and customer dissatisfaction.A Business Impact Report to help you and all stakeholders understand how much failed service calls cost your business,along with projected co
69、st savings from an AI implementation.How Aquant created a user-friendly AIAquants AI-driven technology surfaces hidden insights to help firms in making better decisions based on service data.Using AI-powered continuous learning,the technology turns service insights into prescriptive actions and indi
70、vidualized performance plans.Service is the heartbeat of the entire organization.AI adopters will gain access to valuable insights needed to skill up the workforce and solve the tangled prob-lems of service delivery.But building smart technology part-nerships is essential to fully derive the value o
71、f service excel-lence and achieve continuous improvement.WHITE PAPER 2021HOW TO SECURE BUY-IN FOR SERVICE TRANSFORMATION PROJECTS2324CHAPTER 3REACH SERVICE GOALSTalk To A Service Expert Want more advice on how to push a service investment forward?Talk to a service veteran who can advise on next steps in your service transformation.helloaquant.io