disruptive service approaches - atem · •if you give a diverse range of students a chance to...
TRANSCRIPT
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D I S R U P T I V E S E R V I C E
A P P R O A C H E SA S K A D E L A I D E I N N OVAT I O N H U B
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ASK ADELAIDE
• “Innovation happens when you effortlessly ignore mind-limiting barriers and
laugh at conventions that are mere form” (Chip Bell, creating awesome experiences
through innovative service).
• Ask Adelaide and Hub Central provided a great cooking pot where
lots of ideas can be tossed in and you watch what ideas connect with
the students that use the services and space.
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ASK ADELAIDE
• No magic spell to make it all happen
• No road to success to follow
• No trendy buzz words to spin
• It is about following through on your service ethos and developing a
culture designed for customer outcomes and success.
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DISRUPTION @AS K ADEL AIDE
• Every wave of change has its casualties - and through shifts in
education, economy, technology acceleration and business change, all
staff are facing a very different career horizon to that of just a few
years ago.
• Staff need to understand that changes within jobs are the norm and
focus on how they are able to adapt and refocus their skills and
career path accordingly.
• Foot in the door, work no more - Competency based hiring is now
essential and a focus on risk management and future proofing
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SERVICE IS SERVICE?
WHAT’S DISRUPTING OR SHOULD I SAY DISTURBING ?
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MOVE FROM CUSTOMER SERVICE TO CUSTOMER SUCCESS
• There are certain experiences that have higher levels of frustration or
need for support. The goal of a customer success program is to
ensure that the customer has success (i.e. retention), enrols (i.e.
recruited)
• For example, we now have planned ‘on-boarding’ with reduced
touchpoints, a timetable app, knowledge base questions, an enrolment
clash form, course planner on the web, chat and face to face support.
• These eliminated frustration students might have experienced as they
try to enrol (good for the student) which would keep our support
transactions to a minimum (good for my budget/ the University )
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AI AND IA ARE EQUALLY IMPORTANT
• AI and self service won’t necessarily take over the human function,
although in some places it can and will.
• However, it will assist customer support people, becoming an IA , or
Intelligent Agent.
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FACE TIME O N C E U P O N A TIME KN O WN A S A S TA F F MEETIN G
• A fortnightly meeting which goes between 2 to 4 hours
• All service stays open covered by casual staff (starts early on quietest day of week)
Consist of –
• The Bun Fight – or managers report
• The Hootenanny - what's happening in the next few weeks
• LFFU – learning from f…k up’s
• Kick Backs – what's making us feel good
• Caucus – assigning special projects and allocating tasks
• Colloquium – Guest presents information (1x30min or if boring topics 2x15)
• Confab – whip around the room to check in on a personal level
• Conclave – split into SME areas; or Huddle project groups; or Parley facilitated meeting to resolve conflict in service delivery; or Rally session to inspire enthusiasm; or Panel discussion with invited students to explore service, or TIM-TAM Trial Immediate Measures - Team Alignment Meeting (getting your ducks in a row requires discussion, not brainstorming), Sunset clarify the team vision, and reinforce commitment to it.
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WHAT IS IMPORTANT TO RECORD (MINUTES OF THE MEETING)
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THE AGE OF DISRUPTION
• Disruption in services for students is not about replacing the crappy
end of well-defined processes and procedures. It’s about redefining a
quality experience in a much more complex world of knowledge than
that from which most current support models were designed.
• Customer experience improvements require service models built
around a continuous student lifecycle that allows improved
educational outcomes
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W H AT W E N O W K N O W
DIVERSE FEEDBACK
• If you give a diverse range of students a chance to provide feedback,
they’ll let you know what they want. If you only access lobby groups
or who you think your customer is, you will miss many opportunities.
• There are many reasons why organisations don’t experience the
customer engagement they crave. One of these reasons is that they
don’t randomise engagement. You often get a ‘similar’ type of person
who actively engages in feedback. Flash focus groups, iPad ‘in user
space’ surveys, online chats all provide real time / real customer user
feedback. Simple methods, such as flash focus groups, pizza for
comment are truly successful.
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DISRUPTIVE SERVICE APPROACHES
• Working at Ask Adelaide, an environment of fast failure requires
different skills than operating in a traditional "run and maintain"
workplace.
• Failures in our team can rightly be considered “good,” because failure
provides a valuable new knowledge.
• The right kind of goals produces good failures quickly. At Ask
Adelaide you have "permission to fail" as an enabler that allows you to
push organisational, personal, and technological barriers.
• Our ability to find out about and help resolve problems depends on
our ability to learn about them.
Disruptive Service Approaches
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DISRUPTIVE SERVICE APPROACHES
• The courage to confront your own and others’ imperfections is
crucial to solving the apparent contradiction of wanting neither to
discourage the reporting of problems nor to create an environment in
which anything goes.
Disruptive Service Approaches
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DISRUPTIVE STUDENTS WE SERVE PERSONAS & JOURNEY MAPS A N D O T H E R C X S T U F F
• A new look at who we deal with!
• What's different about students?
• What did me miss?
• (1%er’s)
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AN INABILIT Y OF CONSCIOUSNESS TO DISTINGUISH REALIT Y FROM A SIMUL ATION OF REALIT Y, ESPECIALLY IN TECHNOLOGICALLY ADVANCED POSTMODERN SOCIETIES
http://hyper-reality.co/
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THE CONS UMPTION OF GOODS FOR NON -FUNCTIONAL PURPOS ES AND THE AS S OCIATED S IG NIFICANT PRES SURE TO CONS UM E THOS E G OODS EXERTED BY THE M ODERN, CAPITALIST S OCIET Y, AS THOS E G OODS S HAPE ONE'S IDENTIT Y.
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S HARING RE -INV ENTED THROUGH TECHNOLOGY. PEER TO PEER, M ARKETPL ACE, BIKE S HARING AND S CARY THINGS LIKE LECTURE SHARING
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V ISUAL TERRORIST US E IM AGES AS A PROPAG ANDA TOOL AND S HAPE BEHAV IOUR WITHIN THE S OCIET Y
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• The Disney Dream –
• 95% think, “fuck the Nobel
prize, I want the princess”
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OUR SPACE - THE MIDDLE GROUND
• Past Vice Chancellor ‘times higher ed’
– “Students graduate with the attention span of a tweet”
• Student Representative on social media
– “Overpaid University bureaucrats have no idea what we want, nor any
idea how to say it in 140 characters or less” (112 Characters)
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EVIDENCED BASED DECISION MAKING – BIG DATA
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EVIDENCED BASED DECISION MAKING –BIG DATA
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CUSTOMER CENTRIC SERVICE
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EVERYTHING IS CHANGING –EXCEPT STUDENT SUPPORT
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AND BENCHMARKING
• Do you design your service around out of date service standards or
customer outcomes. Do you make your service the same
(benchmarking works) or different (diverse and learning from failure).
Examples (there are many)
– Different service culture (i.e face to face staff will never wear a name
badge but always shake your hand and introduce themselves (and have a
TV with their name on it from where the have conversations with
customers). (Score Zero in benchmarking assessment criteria)
– Exceed the maximum wait time of four minutes (however, customers
presented with IVR options to resolve/ self help most common
problems). Decision made to move resources from phone to chat as
greater ROI for both customer and service. ). (Score poorly in benchmarking
assessment criteria)
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EVERYTHING HAS CHANGED – OR HAS IT?
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EVERYTHING IS CHANGING!
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WERE CHANGING SUPPORT MODELS USING DESIGN THINKING MODELS
Show how Side by side
Invest in showing self service
Building support brand Build relationship Side by side
Service hours that reflect student use and needs, not staff desire to work 9 to 5 weekdays
Show we care
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LITTLE THINGS BUILD CREDIBILITY
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IT’S OVER!QUESTIONS
• Cool examples below
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I N T E L L I G E N T F A S T F A I L U R E ( I F F )
M E T H O D O L O G Y A N D C H A N G E
D X V X I = C
TALKING WITH STUDENTS TO WORK THE EQUATION
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WORK THE EQUATION
D x V x I =
D = Dissatisfaction or pain
V = Vision or question and answer
I = Implementation and doing
Change
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WORKING THE EQUATION UTILISING INTELLIGENT FAST FAILURE ( IFF)
•G
et C
reative
IDEA
PAIN
?
D x V x I = C
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STOP - CHECKIN•
Man
aging tim
e
Definition of innovation: Spotting where
the future may diverge from the past
Data needed from future does not exist
Roadblock - Do we build something new or
manage what we have already got (growth
gridlock)
Manage risk through action
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USER FEEDBACK
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WORKING THE EQUATION UTILISING RAPID INTELLIGENT FAST FAILURE (RIFF)
•If w
e fin
d a b
roke
n
part an
d fix
it, the
whole
will b
e fix
ed.?
Break Pain into
parts and analyse.
What needs to
change, part(s) or
whole
IDEA
PAIN
?
D x V x I = C
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•Effe
cts how
you se
ll the
solu
tionIDEA
PAIN
?
Who
Cares?
D x V x I = C
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•N
eed to
be “D
REA
MY
” don’t
box it in
IDEA
PAIN
?
Who
CARES?
BrainStorm Solution(s)
D x V x I = C
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•M
UST
CR
EA
TE V
ALU
E
IDEA
PAIN
?
Who
CARES?
Solution(s)
Value
Created?
Reduce inefficiency
Save Money
Increase ROI
Rights a Wrong
Promote Equity
Saves Time
Prevents Problems
Improves Enterprise
Supports learning
Channel Shifts
Creates Happiness
NEX
T
D x V x I = C
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STOP - CHECKIN•
Figh
t rele
ntle
ss force
s that slo
w yo
u
dow
n an
d sap
your e
nergy
Advanced Leaders -The only thing certain is uncertainty.
Exploration and innovation is a high variance activity.
Sees role as leader not only of people but of a portfolio of
innovation opportunities – expect failure to reach success. Keep
projects small and affordable until you have better data
Past Leaders– standardised low variance results. Careful
execution of service in a predictable environment. Talented
people with focus on efficiency and control
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•T
EST
WIT
H R
EA
L U
SER
S
IDEA
PAIN
?
Who
CARES?
Solution(s)
Value
Created?
Reduce inefficiency
Save Money
Increase ROI
Rights a Wrong
Promote Equity
Saves Time
Prevents Problems
Improves Enterprise
Supports learning
Channel Shifts
Creates Happiness
PROTOTYPE (UAT
TEST) talk to end usersNEX
T
R
E
J
E
C
T
D x V x I = C
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•N
O =
STO
P an
d L
earn
•R
ew
ard n
o’s an
d ce
lebrate
learn
ing
IDEA
PAIN
?
Who
CARES?
Solution(s)
Value
Created?
Reduce inefficiency
Save Money
Increase ROI
Rights a Wrong
Promote Equity
Saves Time
Prevents Problems
Improves Enterprise
Supports learning
Channel Shifts
Creates Happiness
PROTOTYPE (UAT
TEST) talk to end users
ValidationYes = develop
No = learnNEX
T
D x V x I = C
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•N
O =
STO
P an
d L
earn
•R
ew
ard n
o’s an
d ce
lebrate
learn
ing
IDEA
PAIN
?
Who
CARES?
Solution(s)
Value
Created?
Reduce inefficiency
Save Money
Increase ROI
Rights a Wrong
Promote Equity
Saves Time
Prevents Problems
Improves Enterprise
Supports learning
Channel Shifts
Creates Happiness
PROTOTYPE (UAT
TEST) talk to end users
ValidationYes = develop
No = learn
METRICSHow are you going
to measure?
NE
X
T
D x V x I = C
Dissatisfaction (pain)
Vision
Implementation
CHANGE
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EXAMPLE
D x V x I = C
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•R
educe
d 8
,211 tran
saction p
er
year
Using
Printers
?
Students &
Management
Posters on walls
Instruction on Digital Media
TV at site on wall with
instructions
Value
Created?
✓ Reduce inefficiency
✓ Save Money
✓ Increase ROI✓ Rights a Wrong
✓ Promote Equity
✓ Saves Time
✓ Prevents Problems
✓ Improves Enterprise
✓ Supports learning
✓ Channel Shifts
✓ Creates Happiness
1 * TV @ $300(5 locations =$1,500)
talk to end users
ValidationYes = develop
No = learn
METRICSRecord transactions
ROI =8,211 * 4 minutes
=547 hours
=around $20, 000 per
year salary savings
repurposed to other
value adds for students
D x V x I = C
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WORKING THE EQUATION :EXAMPLE U TIL IS I N G R A P ID IN TEL L I G EN T FA S T FA IL U R E ( R IF F )
•R
educe
d 8
,211 tran
saction p
er
year
June July Aug Sept
2013 778 941 2360 775
2014 337 672 617 480
0
500
1000
1500
2000
2500
Nu
mb
ers
Printing and Scanning transactions:
Snapshot
With follow you printers
in the Hub we were
dealing with thousands of
‘how do use’ follow you
printing and scanning
transaction each year.
By purchasing and
installing 5 TV’s at around
$300 each and running a
video on how to use the
different components of
the system we have seen a
drop in these types of
transaction of around 40%
D x V x I = C
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CONTINUE?
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= IW H E R E :
M S = M E A N I N G S H A R I N G
S M = S E N S E M A K I N G
D M = D E C I S I O N M A K I N G F R O M C O L L E C T I V E E X P E R I E N C E
I = I N N OVAT I O N
MS + SMDMCE
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MEANING SHARING
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SENSE MAKING ?’S
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COLLECTIVE EXPERIENCE
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DECISION MAKING F R O M
COLLECTIVE EXPERIENCE