For Australian IT Shops, 2014 Is About Customer Obsession

Tim Sheedy

I regularly hear CIOs and IT suppliers discussing the “four pillars” of cloud, social, mobile, and big data as if they’re an end in themselves, creating plenty of buzz around all four. But really, they’re just a means to an end: Cloud, social, mobile, and big data are the tools we use to reach the ultimate goal of providing a great customer experience. Most CIOs in Australia do understand that digital disruption and customer obsession are the factors that are changing their world, and that the only way to succeed is to embrace this change.

We recently published our predictions for CIOs in Asia Pacific in 2014 (see blog post here). Our entire analyst team in region was involved in the process — all submitting their thoughts and feedback. Here are some of our thoughts about Australia in 2014:

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Driving Technologies That Will Delight Customers

JP Gownder

Businesses that thrive and grow in the age of the customer are obsessed with customer delight: the most successful companies are reinventing themselves to systematically understand and serve increasingly powerful customers. This business reality creates new imperatives for everyone inside an organization, and infrastructure & operations (I&O) professionals are not immune. So the question becomes, how does I&O participate in the transformation of the enterprise toward customer obsession?

The answer to this question is important, because technology's role in business is rapidly changing -- from a world in which Information Technology (IT) enabled a company to function more efficiently, to a world of Business Technology (BT), which we define as technology, systems, and processes to win, serve, and retain customers. Yet customer-facing technologies aren't always (or even often) the traditional role of I&O. So how can I&O participate?

How about starting with a simple dictum? Spend more time on technologies that will inspire and delight customers, either directly or indirectly. To start this journey, I'd like you to watch this short video of how a digital billboard has gone viral:

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How To Hire And Onboard Customer-Centric Employees

Sam Stern
In my new report, "How To Hire And Onboard Customer-Centric Employees," I describe how companies can transform their hiring processes to ensure new employees are customer-centric. CX professionals must partner with their HR department and hiring manager colleagues to change the way they screen, interview and onboard new employees. The report describes specific ways to make each step in the hiring process more customer-centric. For example:
  • Get customer-centric applicants into the hiring funnel. A customer-centric hiring process starts by attracting the right kind of applicants and filtering out the wrong kind. The careers section of a website provides an opportunity for companies to tell applicants what they value in employees. For example, The Container Store's website describes the company's commitment to putting employees first and draws a clear distinction from other companies that focus on shareholders first. Contrast that first impression with the careers landing page on Bed Bath & Beyond's site, where the opening sentence talks about stock performance and its expansion.
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Microsoft's Asia Pacific Analyst Summit 2013: A Tale Of Two Days

Michael Barnes

Forrester attended Microsoft’s second annual Asia Pacific Analyst Summit in Singapore last week for an update on the company’s progress in transforming into a devices and services company. The event highlighted Microsoft’s strengths and exposed some obvious challenges, which I’ve shared below. Forrester clients can access further event-related analysis and implications here.

Day One: Impressive Capabilities And A Strong Understanding Of Customer Needs

Day one was well designed and delivered, with a clear focus on customer and partner case studies and go-to-market strategies based on three core imperatives:

  • Transforming IT. Focusing primarily on Cloud OS, Windows Azure, and Office 365, this imperative highlights Microsoft-enabled capabilities and resources to help IT organizations transform both internal data centers and IT delivery.
  • Engaging customers and employees. This imperative essentially combines mobility and social to help organizations thrive in the age of the customer by delivering improved customer service and customer and user experiences.
  • Accelerating customer insight and business process improvement. This imperative targets the changing needs and expectations for data and information access and real-time decision making via a combination of traditional analytics and big data.
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Indian CIOs Must Adopt A Dual Technology Management Agenda To Win In The Age Of The Customer

Manish Bahl

Digitally empowered customers are forcing firms to redefine their engagement model to survive in the age of the customer. Data from Forrester’s Forrsights Budgets And Priorities Survey, Q4 2013, indicates that Indian CIOs’ top business priority is to address the rising expectations of customers and improve customer satisfaction; 87% of them told us that it is a high or critical priority.

                                                               

Indian business leaders’ attitudes are changing; increasingly, they view IT as a means to better engage digitally enabled constituents, and this is fueling a fundamental shift in the way firms interact with customers. Business leaders expect their CIOs to contribute to business growth by winning and retaining customers. But targeting the customer experience requires IT organizations to radically shift focus. CIOs must alter governance processes, job descriptions, IT performance metrics, and even the culture of the technology management organization.

Forrester recently published Technology Management In The Age Of The Customer, which highlights how empowered customers are disrupting every industry and CIOs need to adapt tech management to these rapid changes. To meet this objective, CIOs must broaden their tech management priorities and carry two agendas:

  1. Managing infrastructure management and internal operations, which we call “IT.”
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Q&A With Darren Bentham, Chief Customer Officer, Southern Water

Harley Manning

Design is, without a doubt, the sexiest of the six customer experience (CX) disciplines. So when we talk about CX design at Forrester, our favorite example comes from a really sexy industry: water utilities.

That’s right — water utilities. And one in particular: Southern Water, located in the southeast of the UK.

We like the Southern Water example because it shows that CX design is not about what shade of blue your logo should be, and it’s not just for people who wear black turtlenecks. No, CX design is about a repeatable problem-solving process that incorporates the needs of customers, employees, and other business stakeholders.

And that’s why we invited Darren Bentham, chief customer officer at Southern Water, to speak at our SOLD OUT Forum For Customer Experience Professionals EMEA in London on November 19th and 20th. Darren has taken on one of the biggest, toughest CX challenges we know of: installing thousands of water meters for customers who have never had them before, didn’t ask for them, and in many cases don’t want them. And yet, by applying CX design principles, he’s making this a positive experience for all parties involved.

In the run-up to the event, Darren took the time to respond to a series of questions about what he’s been doing to improve customer experience and what advice he’d give to others in his shoes. His answers appear below.

I hope you enjoy his insights, and I look forward to seeing many of you in London on November 19th and 20th!

Q. When did your company first begin focusing on customer experience? Why?

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Digital CX Teams In The Post-PC Era: Your Questions Answered

Sam Stern
Last month, I delivered a webinar about digital CX teams in the post-PC era. I described the importance of having a clear strategy for the digital customer experience and how it should align with the overall customer experience vision in nondigital touchpoints. I shared examples of how companies hire and train essential in-house skills like journey mapping and storytelling to avoid overreliance on partners. And I talked about how companies should take an ecosystem approach to organizing their digital resources. There were some great questions posed during the call, and I wanted to answer them here.
 
Q. What is the typical team structure of a post-PC CX team?
 
A. There is no one standard model for digital CX teams — we see a variety of different structures. Some teams, like the one at Target, are quite large and encompass many disciplines and skills. Others, like the team at Express Scripts, are smaller and focus more on the high-level vision and orchestration of projects. 
 
What is consistent across teams is that they build strong connections with key stakeholders throughout the company. Teams actively foster collaboration and skills development both within the team and with key partners inside and outside of their organizations. Many teams provide career paths for individual contributors and mentors for junior team members by promoting strong performers to manage subteams within the larger digital CX team. 
 
Q. What specific roles in a CX team are typical?
 
A. Typical roles include: 
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Technology And The Customer Experience

Joana van den Brink-Quintanilha

I am a new senior analyst on the customer experience team, based in London, and I wanted to take this opportunity to introduce myself and share some thoughts about my first report. My areas of expertise include digital customer experience, measurement, strategy, customer understanding, and design. For my first report, I have decided to tackle a topic that occupied a lot of my time as a customer experience (CX) practitioner, namely technology.

As a former customer experience practitioner, I found myself gravitating between the driver seat, the passenger seat, and the backseat when it came to technology decisions — part buyer, part advisor, and part bystander. I worked closely with IT on digital CX and had some very fruitful interactions with IT colleagues about customer experience in general — and customer journey and ecosystem mapping, in particular. I also experienced firsthand the fragmentation of IT spending as more business owners spend more from their own budgets on IT in order to win, retain, and engage with customers. And of course, as many of you, I witnessed IT projects derail or gain a life of their own, to the detriment of the customer experience. Technology is everywhere, every business is now a digital business, and customer experience professionals are facing a tsunami of technology choices as the tech industry enters a period of unprecedented innovation and more and more vendors align themselves with the customer experience buzz. In this first report, I want to explore:

  • How involved are customer experience professionals in technology decisions? Are they in a position to influence these decisions?
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Forrester’s Customer Experience Forum Is Coming To London November 19th and 20th!

Harley Manning

Although it seems like Forrester’s Forum For Customer Experience Professionals West in Los Angeles just happened, we’re now just three weeks away from Forrester's Forum For Customer Experience Professionals EMEA in London.

I can’t tell you how excited I am about how the London event is shaping up.

On second thought, I can tell you. Read on!

This year’s theme is “Boost Your Customer Experience To The Next Level.” What’s that about? Well, we know from our research that companies are at wildly varying levels of customer experience maturity, ranging from not having gotten started yet to pulling even further ahead of competitors through CX differentiation. That’s why we’ve tailored this event to show attendees the one sure path to CX maturity and provide detailed guidance on how to advance along that path.

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Q&A With Declan Collier, CEO, London City Airport

Harley Manning

I have to admit that I’m a little intimidated at the thought of sharing a stage with Declan Collier, the CEO of London City Airport, at Forrester’s Forum For Customer Experience Professionals EMEA on November 19th and 20th in London

For one thing, if you’ve ever been to London City Airport, it’s an experience that’s far superior to what you’ll get at bigger and better-known airports that I won’t name.* So even though I like to think that I know a bit about customer experience, Declan clearly has something special going on.

For another thing, Declan is charming. Taken together, that combination of content and presentation is, well, intimidating for your humble forum host.

In the run-up to the event, Declan took the time to write some great detailed answers to our questions about what he’s been doing, how his efforts have evolved, and what advice he’d give to others on the journey to customer experience maturity.

I hope you enjoy his answers, and I look forward to seeing many of you in London on November 19th and 20th!


 

Q. When did London City Airport first begin focusing on customer experience? Why? 

A. London City Airport (LCY) has been focused on customer experience since its doors opened in 1987 — it’s a niche player, serving the travel needs of the business communities of Canary Wharf and the City and the political establishment of Westminster, and our passengers expect a consistent, best-in-class experience.

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