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Use Customer Experience Insights To Unshackle Employee PotentialContinuous Improvement: The Workforce Enablement Playbook For 2015

by David K. Johnson and Samuel SternOctober 13, 2015

FOR INFRASTRUCTURE & OPERATIONS PROFESSIONALS

FORRESTER.COM

Key TakeawaysLegacy IT Governance Frameworks Will Not Help You Improve Customer ExperienceLegacy IT governance frameworks like ITIL and COBIT are designed to foster compliance, not improve customer experience. They direct attention away from what matters while creating the illusion that you’re getting important work done.

Master Seven Kata For Lasting SuccessFor workforce enablement, master seven patterns of behavior, or kata, to form a better basis for continuous improvement than conventional IT governance frameworks.

Create Workforce Enablement Kata With Customer Experience InsightsCustomer experience insights are the best way to build new workforce enablement kata to improve employees’ performance and their ability to win, serve, and retain customers.

Why Read This ReportThe highly rated companies in Forrester’s Customer Experience Index (CX Index™) are better at creating effective, easy interactions that customers feel good about afterwards. While most firms prioritize compliance and cost-cutting, CX leaders focus their tech management operations on employee success, which leads to customer satisfaction, and end up achieving superior cost control and compliance anyway. This research describes how infrastructure and operations pros, with their CX team colleagues, can improve CX by refocusing tech management operations on the customer and employee experience and develop new habits for better CX outcomes over time.

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© 2015 Forrester Research, Inc. Opinions reflect judgment at the time and are subject to change. Forrester®, Technographics®, Forrester Wave, RoleView, TechRadar, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. Unauthorized copying or distributing is a violation of copyright law. [email protected] or +1 866-367-7378

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Table Of Contents

Customers Suffer When I&O Pros Operate In Isolation

A Focus On Compliance Comes At The Expense Of More Important Work

Workforce Enablement Is Hard, But Legacy IT Governance Frameworks Make It Harder

Customer Experience Drivers Connect I&O With Customer Value

Use CX Awareness To Cultivate A New Mindset For I&O Pros

Use Seven Kata To Continuously Improve Workforce Enablement

Recommendations

Don’t Attempt To Copy Others — Focus On Why They’re Successful

Supplemental Material

Notes & Resources

Forrester interviewed seven vendor and user companies: Acquia, DBS Bank, DST Systems, Enlighten Operational Excellence, Suncorp Group, Trane, and Vistaprint.

Related Research Documents

Create A Habitat Of Technology Engagement And Enablement For Your Workforce

A Crisis Of Attention: Technology, Productivity, And Flow

The Seven Steps Of Highly Effective Journey Mapping


Use Customer Experience Insights To Unshackle Employee PotentialContinuous Improvement: The Workforce Enablement Playbook For 2015

by David K. Johnson and Samuel Sternwith Christopher Voce and Michelle Mai

October 13, 2015

http://www.forrester.com/go?objectid=RES61543






http://www.forrester.com/go?objectid=BIO2751




Use Customer Experience Insights To Unshackle Employee PotentialOctober 13, 2015

© 2015 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law. [email protected] or +1 866-367-7378

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Continuous Improvement: The Workforce Enablement Playbook For 2015

Customers Suffer When I&O Pros Operate In Isolation

Mike Rother, three-time winner of the prestigious Shingo Prize for Excellence in Manufacturing Research, said “an organization’s collection of practices and principles at any point in time is an outcome that springs from its members’ routines of thinking and behavior. It is an issue of human behavior.”1 Companies that continue to outperform in their markets do so because their employees think and behave in ways that matter to customers. With technology playing the lead role in employees’ daily work, it pays to ask: How do the decisions of I&O pros responsible for workforce technology affect employees’ routines of thinking and behavior? And what does it mean for your company’s ability to win, serve, and retain customers? If you don’t have clear answers, you’re in good company.

A Focus On Compliance Comes At The Expense Of More Important Work

Forrester’s workforce enablement playbook rests on the intuitive and proven premise that happy employees lead to happy customers, and happy customers drive financial performance.2 But money, free food, and recognition are not the most important factors as to what makes people happy at work; research in organizational psychology proves that the most important source of employee satisfaction is getting meaningful things done.3 Conversely, what frustrates workers is when they can’t make progress on this type of work — especially when the barriers are outside of their control. So if improving customer satisfaction is the top priority for your company, but the I&O organization is focused on compliance, employees will feel frustration.4 Your customers will not only interpret this as ineffectiveness or unwillingness to help, but products and services won’t meet their expectations. Customers suffer as hindered employees:

› Prioritize easier, transactional tasks at the expense of more important work . . . When faced with an array of challenging and easy tasks, employees tend to tackle the easiest tasks first, especially when they produce short-term benefits to their job success.5 They tend to put off the tasks that are more mentally challenging, even if they are more important for customer success or help the company operate more efficiently.6 To explain this, neuroscientists we interviewed pointed to the energy-conserving nature of the human brain.

› . . . and delay helping customers when it involves difficult tasks. The brain consumes significantly less energy when performing tasks that don’t require your full attention, such as operating a cash register. As a person becomes more skilled in a task, the demand for energy diminishes.7 So when employees need to expend a lot of energy to serve customers — perhaps because some tasks are more difficult than others with the tools they have — they tend to avoid the task. A large US company in the travel industry told us that its employees find some customer-facing tasks — such as booking group tickets — so difficult that agents often ask customers to either call back later or wait on hold until another agent with more experience with the reservations system can help them complete the transaction.




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› Make poorer product strategy and planning decisions. Product strategy and planning are particularly difficult tasks because they involve integrating myriad sources of information to create products that delight customers. Some of the most useful information for this type of work comes from internal sources, such as past customer research, sales experience, related buying trends, and supply chain information. If it takes days or weeks for product planners to find the people who have the experience they need or to gain access to key data, they’ll either skip this step or try to find more accessible but less relevant sources. The result? A higher risk that products won’t meet customer expectations.

› Burn out from struggling to meet the demands of their jobs. From a psychological perspective, burnout and engagement are opposites, and the telltale signs of burnout are emotional exhaustion, depersonalization, and negative self-worth.8 Employees are more prone to burning out when they think they don’t have the resources (time, knowledge, or tools) to succeed in their work. So when employees start to feel the effects of burnout, they’re not going to expend as much energy trying to win, serve, and retain customers.

Workforce Enablement Is Hard, But Legacy IT Governance Frameworks Make It Harder

Fifty-three percent of enterprises with more than 10,000 employees use the ITIL framework to guide their governance efforts in tech management.9 And 43% of security pros of firms with 20 or more employees say their firms are using the COBIT 4.1 framework for it, or will be within the next year.10 These frameworks help the business, but they don’t adequately address customer experience because that’s not their purpose — compliance is. Yet the No. 1 business priority in 2015 is to improve customer experience, so I&O pros face a paralyzing dilemma: Business leaders expect them to prioritize customer experience, but it’s incalculably harder because they’re forced to use operational frameworks intended for compliance.11 Compliance frameworks cause I&O pros to:

› Feel overwhelmed by their stipulations and the difficulty of achieving compliance. ITIL Version 3 defines 26 governance processes.12 COBIT defines an additional 209 objectives to exert control over operational processes.13 Gulp. To pass various audits — a condition of doing business in certain markets — I&O pros have to sweat the details of these frameworks to show auditors that they have effective governance in place. Such frameworks can easily dominate their agenda, limiting I&O’s capacity to stay ahead of employee and customer needs.

› See continuous improvement in I&O as an independent activity. Continuous improvement methods from the manufacturing world are at the core of ITIL’s continual service improvement framework.14 While the intent of the framework is to incorporate business and customer considerations, few companies have well-developed lines of communication to do that. I&O pros often create general-purpose technical services for a homogenous workforce because they lack the insight into individual worker roles and don’t have the means to create more tailored services. This results in I&O pros focusing their continuous improvement efforts on improving general technical services and not the continuous improvement of business capabilities or employee and customer experience outcomes (see Figure 1).




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› Fail to see the extent of their impact in enabling productivity for knowledge work. In manufacturing, managers can see with their own eyes where work is stacking up and collaborate with employees to find and fix bottlenecks in the system. But the autonomous nature of knowledge work and the complexity of the technology make it harder to see the underlying production system. Managers struggle to identify where the waste and barriers to productivity are and why employees are struggling to make progress toward goals. Improving I&O processes without linking them to employee productivity is akin to improving a car’s engine without improving the car’s power, economy, or reliability. I&O employees need to understand what makes knowledge workers productive and learn to fix bottlenecks with new methods.

› Favor bureaucratic solutions to protect themselves. In his Nobel Prize-winning work on cognitive functioning, Daniel Kahneman explained that decision-makers who expect to have their decisions scrutinized with hindsight are driven to bureaucratic solutions — and to an extreme reluctance to take risks — also called hindsight bias.15 Their perception of risk is based on flawed conclusions drawn from the limited examples of their own past experiences.16 So, for example, if they can recall an instance of an employee asking for something that led to a problem, they will decline the request and avoid the risk, even if the circumstances are different and the risk no longer exists. I&O pros can’t evaluate circumstances accurately or overcome compliance pressure to make better decisions without the employee and customer perspectives.

› Overestimate their constraints and feel powerless to change. Control frameworks create boundaries in chaotic environments by design. They work because the human brain sees boundaries as abstract things that take energy to overcome, so we tend to submit to existing constraints.17 When I&O pros learn a control framework like COBIT, they form a mental model of the boundaries it implies for their work. It takes a lot of new knowledge and energy to change the mental model, so they’re likely to continue doing what comes easiest and resist change — especially if they’re feeling overloaded.




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Customer Experience Drivers Connect I&O With Customer Value

When I&O pros better understand how their work affects their colleagues’ ability to deliver superior customer experiences, they can set better priorities. They can make better tradeoffs between compliance and customer experience in daily operations and expand the scope of continuous improvement from tech management processes to organizational capabilities. I&O pros need to know that:

› Companies with great customer experience excel at effectiveness, ease, and emotion. Their customers have effective interactions with them, having achieved what they expected to during the process. Customers of such companies also find interactions easy and feel good about them afterwards (see Figure 2). In Forrester’s CX Index, Southwest Airlines continues to be a highly rated airline when it comes to delivering quality CX, and President Emeritus Colleen Barrett told us that Southwest’s most important leadership behavior is to treat employees like customers. Regarding technology management specifically, she said, “We make no distinction between internal and external customer delivery. The IT organization’s customers are employees and departments. They have to know who their customers are and serve them.”

› CX insights will help them see why their work is important and what matters most. When I&O employees can see how their work matters to customers, it gives them a boost. From a psychology perspective, knowing that they’re doing important work is a more powerful motivator than money. Courtney Kissler, vice president of eCommerce and store technologies at Nordstrom, shared a

FIGURE 1 Continuous Improvement For I&O Operates In Isolation

Continuous improvement fortech management

Positive customer experience

“Wow! That was easyand I’m all set!”

“I always feel goodafter doing businesswith this company.”

Positive employee experience

???

“I’m productive at work,and I feel like my

company helps me.”“I feel like I belong

here and am valued.”

Initial detectionand recording

Investigationand diagnosis

Classificationand prioritizationResolution

Incidentmanagement




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useful example with us. She asked her tech management employees why they were having so many problems getting things done, and found that they didn’t understand how their work relates to customer value. She convinced them to participate in a value-stream-mapping workshop, and they were able to cut 60% of the activities interfering with creating customer value.

FIGURE 2 The Factors That Lead To Positive Customer And Employee Experiences

Positive customer experience

Customers get valuefrom the experience.

Customers get valuewithout dif�culty.

Customers feel goodabout the experience.

Facilitation

ProductivityEffectiveness

Ease

Emotion

Employees can get theirwork done.

Employees believe theirorganization helps them focuson their most important work.

Employees feel connectedwith their work, colleagues,customers, and purpose.

Connection

Positive employee experience

Use CX Awareness To Cultivate A New Mindset For I&O Pros

Helping your team connect their work with CX outcomes is only the first step toward continuous improvement. They will also need help thinking of workforce technology as a means to improve customer outcomes. Armed with a broader perspective of the system that they are a part of, I&O pros can better analyze how different decisions will impact productivity and make wiser tradeoffs. For example, when evaluating digital workspace vendors where one has the best security, another is cheaper, and yet another offers the best user experience and flexibility for employees, they’ll weigh user experience and flexibility more heavily if they know why it matters for employee and customer outcomes. I&O leaders can cultivate a continuous improvement mindset among their teams by teaching them how to:

› See workforce enablement as part of an ongoing, adaptive system. Continuous improvement is the ability to move toward a new desired state through unclear and unpredictable territory by being sensitive to and responding to actual conditions. There is no “finish line” mentality. The objective is not to win, but to develop the capabilities to keep improving, adapting, and satisfying dynamic customer requirements.18 When I&O pros understand how the organization functions and adapts as a system, they can better integrate their continuous improvement efforts into the daily work of all employees.




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› Put methods first and outcomes last. W. Edwards Deming, originator of the practice of continuous improvement and recipient of Japan’s prestigious Order of the Sacred Treasure for his role in transforming the competitiveness of Japanese industries, said, “A numerical goal accomplishes nothing. Only the method is important, not the goal.”19 The same is true for I&O leaders, who should think of metrics as nothing more than outcomes — not the cause of behavior change. Instead, first create the conditions for behavior change. Using target conditions instead of goals helps all employees break down big challenges into smaller pieces that they can work with others to solve. If your aim is to improve customer experience, start by making the most positive impacts with the least effort, and define a series of target conditions that will help I&O employees achieve a positive customer experience (see Figure 3).

› Understand the psychology of motivation, high performance, and flow. Knowledge work is complex and burns a lot of brain fuel.20 Doing it well means understanding and integrating myriad ideas, sources of information, and past learning so you can feel confident in your own abilities — a prerequisite for top performance. The highest levels of human performance happen in a mental state called flow, first recognized by the pioneering psychologist Mihaly Csikszentmihalyi, and employees need to feel like they have control over how they do their work in order to reach flow.21 To stay in flow, knowledge workers also need to have the requisite information resources close at hand. I&O pros who understand flow can help employees achieve higher levels of productivity by designing digital workspace environments that promote flow.22

› Provide employees with appropriate resources to balance job demands. Access to technology and information are vital resources in knowledge work, so in addition to convenient access to information, employees must have enough flexibility to adapt their technology to their work if necessary. When they face barriers such as inadequate technology, hard-to-find task-critical information, and inflexible policies, improving their performance is more difficult and they’re more likely to feel the effects of burnout. I&O leaders who are able to think ahead about the job demands employees will face and counter them with appropriate technology resources can reverse the burnout process and keep employees giving customers their best.




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FIGURE 3 The Decisive Difference Between Numerical Goals And Target Conditions

Use Seven Kata To Continuously Improve Workforce Enablement

The word kata comes from Japanese martial arts and in business refers to habits or patterns of behavior that one practices to reach various levels of mastery. Mastering a collection of business kata strengthens the business and develops its ability to survive in competition, much the way martial arts masters do. The kata for your business may not be the same as for others, so think of these seven kata as foundational habits. Progressive mastery will deliver increasingly meaningful results over time (see Figure 4). They help I&O pros be more effective at helping employees grow and thrive. These kata include:

1. Coordination methods: Engage others in exercises that foster mutual understanding. Employees may think they should be free to use their own devices and cloud services for work, but I&O pros wonder why they can’t be happy with the technology they provide them. Employee journey maps can help both groups understand each other and agree on priorities, just as

“Improve customersatisfaction from82% to 85% forthe quarter!”

“Our aim is topermanentlyimprove customersatisfaction.”

Resolve more callsin 3 steps or less.

Shorten releasecycles further.

Simplify productarchitecture.

Close accountcoverage gaps.

= +.3%/mo.

= +.4%/mo.

= +.2%/mo.

= +.2%/mo.

85.3% after the�rst three monthswith smaller gainssix more months.

End result = 90.2%

Establish a clearintention or aim:

Establish target conditions with improvement kata. Outcome

Goal and timeline-driven approach

Target-condition-driven approach

84% for the �rstquarter, then in

decline over thenext two quarters

Define anumerical goaland time frame:

Focus on the goal and rely on employee heroics. Outcome

Emphasis

First step

First step

Emphasis

Sustainable

Notsustainable




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customer journey maps do for external customers. To conduct a simple journey mapping exercise, identify a handful of employees in your company whose role gives them an outsized impact on customer experience outcomes.23 Map their daily journeys through various aspects of their jobs. What systems do they use? What information could they use that they don’t have? What changes would improve their effectiveness? Capture the notes and discuss them with a larger group.

2. Future perspective: Develop a forward-looking view. One of the reasons I&O organizations find themselves reacting to events rather than leading is that they’re operating at full capacity and don’t set aside time to keep up with changes outside their organization. If you and your team can free up 5% of your time (only 2 hours a week) for thinking ahead, with research and insights from inside and outside the company, you’ll find that it pays off in less work and more success. Over time, if you can increase it to 10% or even 15%, the benefits will multiply. For instance, what will a salesperson’s job be like in two years, and what technology changes are coming that can reshape their technology toolkit? Could they use a wearable device connected to Salesforce to quickly deliver a customer update?

3. Customer perspective: Map workforce enablement activities to CX drivers. Make a list with your team of all of the workforce enablement activities you’re planning, such as a bring-your-own-device program or a digital workspace initiative, and map them to how they impact the drivers of experience perceptions — for both customers and employees. Share it with others for input. Use it as a guide to help you and your team understand how different policies and technology decisions impact customer experiences through the employee experience. Do this regularly and get good at it so it becomes a core kata for your group.

4. Activity versus work: Help employees focus on real work. The most important work of all for workforce enablement is recognizing when employees outside of I&O are spending time on activities that I&O could automate or eliminate. Are they investing a disproportionate amount of time in reducing expenses? What can I&O do to help? One services firm didn’t have the budget to revamp its expense platform but still delivered a quick win for managers by creating a simple email approval mechanism — saving managers from having to take several manual steps.

5. Performance and flow: Use psychology to guide decisions. By learning about flow and the best conditions for reaching it, you and your colleagues can begin to see how different technologies and organizational factors inhibit flow for your company’s workforce. If you improve the things that I&O controls to remove barriers to flow, you will improve employee and company performance. For example, does the instant message platform allow employees to put on a “do not disturb” setting when they need to focus on work?

6. Self-regulation: Get coaching help for you and your team. Overcoming technology-induced distractions or anxiety stemming from circumstances outside your control is the most powerful kata of all.24 Major changes such as mergers and acquisitions strike fear into the heart of employees, distracting them or triggering them to react negatively and resist the change. Coaching can help both employees and managers understand their emotional reactions and help them work together




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more effectively. Several firms offer this type of coaching, including Expert Performance and Flow and Dialogix, and engaging your HR organization is a good place to start.25 But if coaching isn’t available internally due to budgetary constraints, you can learn about self-regulation yourself through books and exercises, become a mentor to others, and increase your leadership skills in the process.26

7. Bias awareness: See how your biases interfere with decisions. The thought patterns and behaviors we bring to work include biases that affect our ability to make good decisions — especially under stress. They cause us to make quick assumptions rather than consider other relevant factors when deciding how to respond.27 For example, if I&O holds a bias that doctors are over-privileged, they may respond negatively if a doctor is curt with them. On the other hand, if they recognize their bias and instead choose to see doctors as life-givers who have a great responsibility and a limited amount of time, they may respond positively. To practice this kata, give employees the training and psychological tools to recognize and overcome their biases.

FIGURE 4 Mastery In Workforce Enablement Kata Helps Your Workforce Beat Competitors

HeianShodan

HeianSandan

HeianYondan

TekkiShodan

BassaiDai

Karatekata

Workforceenablement

kataFuture

perspective

Customerperspective

Activityversus work

Performanceand �ow

Coordinationmethods

Self-regulation

Biasawareness

Progress belts

Essentials

Competitiveadvantages

Sustaineddifferentiators

Progress toward mastery




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Recommendations

Don’t Attempt To Copy Others — Focus On Why They’re Successful

Trying to copy or reproduce another company’s tools, techniques, or principles does little to change an organization’s culture or its way of doing things; for example, implementing virtual desktops because that’s what other companies are doing may not be a good idea in your organization. What matters for continuous improvement in workforce enablement is how I&O pros sense and understand situations and react to move the organization forward. Your workforce enablement strategy needs to build on a clear understanding of how the employees in your organization are currently working and what would help them work better.28 Some of the companies we interviewed use tools to gain better insights into this process. A favorite among them is Enlighten Operational Excellence, which provides a granular view of knowledge worker activities and lets them know where they can make changes that will help. When we asked interviewees what recommendations they would give to others, they said:

› Focus on target conditions, not targets. For example, Rother says, “Instead of seeking to improve customer satisfaction by 20%, your goal should be to create the conditions under which a 20% improvement in customer satisfaction is likely. The number won’t help people get there, but target conditions will because they provide a basis for action.”29 Jon Habeski, senior vice president of global service at Vistaprint, said that Vistaprint’s call centers used to use average handle time as the primary key performance indicator, but they’ve since switched to Net Promoter Score (NPS).30 To create a better experience for customers when they call, the I&O team improved the IVR system to recognize customers by phone number so they wouldn’t need to enter it manually and employees could instantly know who they are before answering the line, measurably improving its NPS.

› Optimize process workload so employees can work on improvement. Chris Brettel, executive manager of operating innovation at Australian insurer Suncorp, explained how Enlighten Operational Excellence data proved that groups trying to manage too many processes were getting worse instead of better. To rectify this and free up time to work on improving processes, leaders cut the task workload by more than half for some groups. It worked. Personal injury claims used to be a complicated, time-consuming process, with rising claims volume overwhelming its staff. The Enlighten data helped employees understand the situation, find the bottlenecks, establish target conditions, and improve and accelerate the processes. Suncorp became No. 1 in time-to-complete in its industry, the total cost of settlement went down, and injured customers are getting back to work faster. You can use similar data to support work-from-home, digital workspace, and mobility initiatives as well.

› Get employees talking about customers. Brettel also shared another breakthrough at Suncorp that came from engaging employees in conversations about customers: “We found that if we gave people a chance to speak about the customer, they could think more like customers. When they could voice it, they got it. The problem was that we had put policies and processes in their




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way before.” The data Suncorp was collecting with Enlighten Operational Excellence informed these conversations and made them more fact-based. When I&O employees put themselves in their customers’ shoes, they can use their technical knowledge to incorporate employee-facing technologies to serve customers better.

› Shift manager behavior from controlling to facilitating. For continuous improvement to work, the primary job of all managers must shift from top-down control to facilitation of their teams’ learning and progress. They must strive to get their people to see themselves as vital components in a system, to work in cooperation with preceding stages and subsequent stages, optimizing the efforts of everyone toward improving customer experience. John Griggs, vice president at DST Systems, agreed: “We had to get our managers to look at associates like customers and focus on how I [the manager] can help you [the associate].” For I&O pros it will feel like an unnatural, dangerous shift because enforcing control is what most organizations ask them to do. But if they can think more about ways to facilitate employee progress and success, they’ll find that it’s possible to reduce risk and facilitate employee success at the same time. Digital workspace delivery systems are good examples of technologies that improve both security and employee flexibility at the same time.

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Supplemental Material

Survey Methodology

For Forrester’s Global Business Technographics® Security Survey, 2015, Forrester conducted an online survey fielded in April through June of 2015 of 3,543 business and technology decision-makers located in Australia, Brazil, Canada, China, France, Germany, India, New Zealand, UK and US from companies with two or more employees.

For Forrester’s Business Technographics Global Priorities And Journey Survey, 2015, Forrester conducted an online survey fielded in December 2014 through March 2015 of 14,596 business and technology decision-makers located in Australia, Brazil, Canada, China, France, Germany, India, New Zealand, the UK, and the US from companies with two or more employees.

Forrester’s Business Technographics provides demand-side insight into the priorities, investments, and customer journeys of business and technology decision-makers and the workforce across the globe. Forrester collects data insights from qualified respondents in 10 countries spanning the Americas, Europe, and Asia. Business Technographics uses only superior data sources and advanced data-cleaning techniques to ensure the highest data quality.

We have illustrated only a portion of the survey results in this document. To inquire about receiving full data results for an additional fee, please contact [email protected] or your Forrester account manager.

Companies Interviewed For This Report

Acquia

DBS Bank

DST Systems

Enlighten Operational Excellence

Suncorp Group

Trane

Vistaprint

Endnotes1 Source: “Toyota Kata : Managing People for Improvement, Adaptiveness and Superior Results,” Fourth Precept,

December 13, 2011 (http://www.fourthprecept.com/articles/toyota-kata-managing-people-for-improvement/).

2 The workforce enablement playbook builds on a solid foundation of research on empowered employee cultures. It delivers practical, actionable advice for all aspects of workforce enablement, from mobile device management best practices and tools to client virtualization strategies that work to step-by-step guides for BYOD success and how to survive a compliance audit. This playbook helps I&O leaders reshape the way that they enable their companies’ workforces in a four-step process. See the “Create A Habitat Of Technology Engagement And Enablement For Your Workforce” Forrester report.






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3 In a 2010 survey, managers from a diverse set of companies incorrectly believed the No. 1 employee motivator was “recognition for good work (either public or private).” But according to Teresa M. Amabile of the Harvard Business School and her co-author Steven J. Kramer, people are in fact happiest and their engagement peaks when they’re making headway in their work. See the “A Crisis Of Attention: Technology, Productivity, And Flow” Forrester report.

4 Forrester Consulting participated in a series of exercises with a client over a two-day period where employees of the client were asked to carry out normal knowledge work tasks, such as product and marketing strategy planning, while being observed through two-way mirrored glass. The employees struggled with finding task-critical information for planning — in particular finding who in the organization had expertise they needed, sales and market data, lessons learned from past efforts, and more. At the end of the exercises, the employees described themselves as feeling frustrated with not being able to make fast enough progress.

5 Source: Amos Tversky and Daniel Kahneman, “The Framing of Decisions and the Psychology of Choice,” University of Texas Arlington (http://www.uta.edu/faculty/richarme/MARK%205342/Articles/Tversky%2081.pdf).

6 Source: Alhassan G. Abdul-Muhmin, “Contingent Decision Behavior: Effect of Number of Alternatives To Be Selected on Consumers’ Decision Processes,” ScienceDirect (http://www.sciencedirect.com/science/article/pii/S1057740899703451).

7 Source: Daniel Kahneman, Thinking, Fast and Slow, Farrar, Straus and Giroux, 2011.

8 Source: Christina Maslach, “Understanding burnout: Definitional issues in analyzing a complex phenomenon,” ResearchGate (http://www.researchgate.net/publication/240370761_Understanding_burnout_Definitional_issues_in_analyzing_a_complex_phenomenon).

9 Source: Mauricio Marrone, Francis Gacenga, Aileen Cater-Steel, and Lutz Kolbe, “IT Service Management: A Cross-national Study of ITIL Adoption,” AIS Electronic Library (http://aisel.aisnet.org/cgi/viewcontent.cgi?article=3772&context=cais).

10 Source: Forrester’s Global Business Technographics Security Survey, 2015.

11 Source: Forrester’s Business Technographics Global Priorities And Journey Survey, 2015.

12 Source: Pierre Bernard, “Official number of processes in ITIL v3,” Pink Elephant blog (http://blogs.pinkelephant.com/index.php?/itilv3/comments/official_number_of_processes_in_itil_v3/).

13 Source: ISACA (http://www.isaca.org/cobit/pages/faqs.aspx).

14 Source: George Spalding, “ITIL is Continual Service Improvement,” ITSMWatch, January 5, 2010 (http://www.itsmwatch.com/itil/article.php/3856576/ITIL-is-Continual-Service-Improvement.htm).

15 Because adherence to standard operating procedures is difficult to second-guess, decision-makers who expect to have their decisions scrutinized with hindsight are driven to bureaucratic solutions — and to an extreme reluctance to take risks. Source: Daniel Kahneman, Thinking, Fast and Slow, Farrar, Straus and Giroux, 2011.

16 Narrative fallacies arise inevitably from our continuous attempt to make sense of the world. The explanatory stories that people find compelling are simple; are concrete rather than abstract; assign a larger role to talent, stupidity, and intentions than to luck; and focus on a few striking events that happened rather than on the countless events that failed to happen. Any recent salient event is a candidate to become the kernel of a causal narrative. Source: Daniel Kahneman, Thinking, Fast and Slow, Farrar, Straus and Giroux, 2011.

17 This is the essence of intuitive heuristics: When faced with a difficult question, we often answer an easier one instead, usually without noticing the substitution. Source: Daniel Kahneman, Thinking, Fast and Slow, Farrar, Straus and Giroux, 2011.

18 Source: Mike Rother, Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results, McGraw-Hill Education, 2009.





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19 Source: W. Edwards Deming, The New Economics for Industry, Government, Education, MIT Press, 2000.

20 Conscious mental activities chew up metabolic resources, the fuel in your blood, significantly faster. Source: David Rock, Your Brain at Work: Strategies for Overcoming Distraction, Regaining Focus, and Working Smarter All Day Long, HarperBusiness, 2009.

21 Source: Mihaly Csikszentmihalyi, Good Business: Leadership. Flow, and the Making of Meaning, Viking Adult, 2003.

22 As the pioneering psychologist Mihaly Csikszentmihalyi showed, workers who achieve a state of cognitive flow can be more than twice as productive. To achieve high productivity in their work, people need autonomy, mastery, and purpose. See the “Create A Habitat Of Technology Engagement And Enablement For Your Workforce” Forrester report.

23 Journey maps are wildly popular. But the production of a map won’t change anything unless it is part of a well-defined process that takes into consideration a purpose, goals, and customer experience (CX) maturity. Whether or not journey maps are being used to design customer-centric experiences or align employees and cultures to customer needs, the seven steps outlined in the following report can help CX professionals boost journey-mapping effectiveness to drive change. See the “The Seven Steps Of Highly Effective Journey Mapping” Forrester report.

24 Stefan Falk of Expert Performance and Flow explains that the most important difference between high performers and others is their ability to regulate their own emotions and attention through a wider range of circumstances. Source: Stefan Falk (http://www.stefanfalk.net).

25 Source: Stefan Falk (http://www.stefanfalk.net) and dialogix (http://www.dialogix.co.uk).

26 Source: Roy F. Baumeister and John Tierney, Willpower: Rediscovering The Greatest Human Strength, Penguin Press, 2011.

27 Source: David N. Perkins, Knowledge As Design, Erlbaum, 1986.

28 Source: Mike Rother, Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results, McGraw-Hill Education, 2009.

29 Source: Mike Rother, “The Improvement Kata - Planning Phase,” Web Services Home (http://www-personal.umich.edu/~mrother/Handbook/TC.pdf).

30 Net Promoter and NPS are registered service marks, and Net Promoter Score is a service mark, of Bain & Company, Satmetrix Systems, and Fred Reichheld.



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