Last month I wrote a short blog post introducing the new US Digital Services Playbook. I'm happy to announce that we're going to be publishing a series of short reports that take a closer look at the CIO's role in implementing the plays in the playbook.
The first of these client briefs, published today, summarizes why we believe CIOs should study the playbook and incorporate its plays into their team's standard operating practices.
The remaining briefs will take each of the four play categories and drill down into the implications for the CIO and their teams.
I really enjoyed sharing insights about loyalty in the Age of the Customer at Forrester's Customer Experience Forum East back in June. I got some great questions from the audience about how to start planning and advancing their loyalty strategy. Next up, I'll be continuing the conversations at Forrester's Customer Experience Forum West in Anaheim, CA, November 6-7. And, a few weeks later I'll also be at our EMEA Customer Experience Forum, November 17-18 in London. Here's a sneak peek of the content I'll be sharing at my track session. I hope to see you there!
Very much in the shadows of all the press coverage and hysteria attendant on emerging cloud architectures and customer-facing systems of engagement are the nitty-gritty operational details that lurk like monsters in the swamp of legacy infrastructure, and some of them have teeth. And sometimes these teeth can really take a bite out of the posterior of an unprepared organization.
One of those toothy animals that I&O groups are increasingly encountering in their landscapes is the problem of what to do with Windows Server 2003 (WS2003). It turns out there are still approximately 11 million WS2003 systems running today, with another 10+ million instances running as VM guests. Overall, possibly more than 22 million OS images and a ton of hardware that will need replacing and upgrading. And increasing numbers of organizations have finally begun to take seriously the fact that Microsoft is really going to end support and updates as of July 2015.
Based on the conversations I have been having with our clients, the typical I&O group that is now scrambling to come up with a plan has not been willfully negligent, nor are they stupid. Usually WS2003 servers are legacy servers, quietly running some mature piece of code, often in satellite locations or in the shops of acquired companies. The workloads are a mix of ISV and bespoke code, but it is often a LOB-specific application, with the run-of-the-mill collaboration, infrastructure servers and, etc. having long since migrated to newer platforms. A surprising number of clients have told me that they have identified the servers, but not always the applications or the business owners – often a complex task for an old resource in a large company.
I have never put ‘Wow’ into the title of a blog before – but for this one it’s fully justified.
This is the fifth year InfoWorld, Penn State University Center for EA, and Forrester have run the annual Enterprise Architecture Awards. When I compare the winners of five years ago – all excellent EA programs, with this year’s winners and the runner-ups, all I can say is ‘Wow – EA is really advancing’.
I am pleased to announce the winners of the 2014 Enterprise Architecture Awards. This year, we have six winning programs – all of which demonstrate leading edge thinking on how they engage with their business, how they provide value, and how they help their business achieve its strategic goals. Here are the winners, selected by a panel of leading EA practitioners drawn previous years’ winners and other excellent programs. (For a more extensive write-up, see the InfoWorld report)
Driving Innovation with Enterprise Architecture
The best way to succeed in Property and Casualty insurance in the US market is to create innovative products and services for unique customer segments, each with a customized customer value proposition. This is the need that Doug Safford, Vice President and Chief Architect pivoted his EA program towards.
While analyzing the survey results for my recent report on the state of customer experience management in India, I noticed a fundamental flaw in the way that Indian organizations approach reporting structures for their customer experience (CX) teams. About a fifth of the organizations we surveyed rely on their customer service department to lead the charge for CX initiatives.
This is detrimental to the growth of CX, as there are basic differences between the scope of work and the skill sets of the two teams. Specifically, customer service teams have limited capabilities and exposure across:
People. While both CX and customer service teams work toward enhancing the experience across the customer life cycle, the customer service team has a somewhat myopic view of customer engagement, focusing predominantly on handling client complaints and resolving queries.
Processes. Forrester defines customer experience as how customers perceive their interactions with a company. The contribution of customer service teams to this process is limited to supporting customer tasks in a few phases of the journey.
Tools. Customer service professionals are responsible for the experience delivered via multiple touchpoints, such as IVR systems, contact centers, and social media. However, other equally important customer interfaces, such as mobile applications, digital kiosks, and eCommerce platforms, fall outside their purview.
Chinese people are hypersocial in their lifestyle and daily work, and Forrester forecasts that 681 million of them will be using social media by 2019. Online Chinese are actively engaging with brands and companies on social media: 29 brands or companies on Sina Weibo and 32 brands or companies on WeChat on average. Chinese businesses have realized the importance of social for customer life-cycle management. While they’ve started using social to increase brand awareness — such as broadcasting on Sina Weibo — they can’t recognize potential customers in this one-way communication. They use public WeChat accounts to shorten response times to client service requests — but they can’t predict these requests in advance. To address these challenges, businesses in China are starting to use enterprise-class analytics tools for Chinese social platforms.
I recently had the pleasure of facilitating three customer journey mapping workshops for clients. For me, the most rewarding part of these workshops is when, all of a sudden, you see the light bulb go on for the participants. It can be the realization that their customer has to jump through an inordinate number of hoops to submit a simple service request or have to wait five to 10 days for repair . . . or when the workshop participants realize they have no idea what their customers are doing or thinking, but maybe they should.
Just as the light-bulb moment can be different for each person, the insights they deem most valuable can vary and include:
Ideas for designing future-state experiences. A group of participants from a retailer created a future-state journey map illustrating how customers could sign up for a credit card and rewards program while shopping in-store. They identified scenarios for how store associates could approach customers with credit card offers without seeming intrusive as well as appropriate opportunities to follow up with customers by email or mobile app if they chose not to enroll right away. These types of insights can then inform the design of the new credit card and rewards experience.
A sense of empathy for the customer. We ask workshop participants within the same organization to wear name tags because not only do we not know them but also most of the time they don’t know each other. In one workshop, the organization was siloed, as most are, and each participant owned her own small functional part of the customer journey. But no one had insight into or ownership of the entire process. When brought together to analyze the health of the end-to-end journey, participants walked away with a shared understanding that what they were each doing individually wasn’t working for the customer as a whole.
Happy iPhone 6 day. If you're reading this you're proabably not standing in line hoping to get your hands on Apple's latest devices. My colleague Mike Facemire drove past the local Apple store in Back Bay last night at 1 A.M. on the way home from Logan airport and described the scene as "nuts". The line was completely around the block, in 40 degree weather no less.
Developers should pay attention, as there's more going on here than hipsters queuing for the latest shiny. Today Mike, Julie Ask, and yours truly published a research note for eBusiness professionals detailing the top ten ways to leverage Apple’s new tech. Central to our argument is that iOS 8 takes many steps to break down the barriers between custom 3rd party apps and Apple's mobile platform. Mobile developers used to be constrained to their own secure, sand-boxed containers with minimal access to sensors on the device and local storage, but separated from other custom apps. As a result, we saw development teams gradually move toward "least common denomiator" apps that saved money by using a common code base.
I recently interviewed a number of companies about their approach to customer loyalty. In each conversation I asked a variation of the question "How do you define and measure customer loyalty?" And what struck me is that while many companies define loyalty using various terms like share of wallet, length of relationship, engagement, and customer value, they often measure it using only transactional metrics. Now, there are various reasons for this. Some don't have access they to the data they need to gage emotional loyalty. Others don't have the analytics capabilities or resources they need to pull the pieces together. But loyalty if multi-faceted, complex, and has emotional and rational aspects that aren't mutually exclusive, and certainly can't be reduced to a single metric.
So what should you do? First, heed my rallying cry: It's time to push past purchase as a proxy for loyalty. Second, Forrester can help. Loyalty may be difficult to measure, but it's not impossible. My latest research report provides a framework that buckets loyalty measurement into four, cooperative levels:
Programmatic measurement assesses loyalty program health. These metrics explain how the loyalty program grows in size, scope, and activity level over time. Sample metrics include enrollment rates, offer response rates, and program usage.
Purchase measurement quantifies the customer relationship. These metrics explain how the loyalty strategy improves customer profitability. Sample metrics include average order value, frequency, and basket assortment.