Today, Forrester and Harvard Business Review Press released the print version of Empowered, a book by Forrester veterans Josh Bernoff and Ted Schadler. This book is a quick and worthwhile read for just about anyone who wants to consider the changing role of technology in the workplace. After several reads of this book, I have found that in addition to a lot of great statistics, quotes, and case studies, there is a valuable message for how companies MUST change their philosophy and approach toward new technologies in order to stay innovative.
As a quick example of how quickly the technology landscape is changing, stop for a moment to consider just how many times in the past few days you have:
Received an invitation to LinkedIn.
Seen a personal acquaintance using Facebook.
“Tweeted” or heard someone comment on “tweeting.”
Checked your mobile phone — or seen a commercial for a cool new mobile app.
One of the pillars of crafting an “ideal customer service experience” is to offer a consistent service experience across the communication channels that you support. So what does this mean for the service manager who needs to think about this problem from a pragmatic perspective? It means that:
Service agents must have access to the customer history across all interaction channels for a full view of the customer.
Service agents must use the same processes and have access to the same knowledge so that the service resolution process is the same regardless of channel.
We’ve all heard about ideal customer service — the mantra of customer service vendors as they tout their wares. But what does this actually mean? Service at all costs (ideal for the customer)? Service at minimal cost (ideal for the business)? Or does “ideal” to a customer service manager mean the ability to deliver “good enough customer service” — where the cost of doing service is balanced with the ability to satisfy and retain a customer? Or is it something else — like providing a customer service experience that parallels a company’s business model?
Think about Saks Fifth Avenue — High-style, high-cost apparel. You would expect their customer service to be in line with their business model: Customer service on the customer’s terms — where you can arrange a phone call with a shopping consultant. You can talk with them now or later, at your convenience. You can email them and they will get back to you very quickly, or you can chat with them at any time of day or night.
Now think about IKEA — the provider of “affordable solutions for better living.” You shop at IKEA because you are comfortable with serving yourself — from pulling furniture off shelves to self-checkout to assembling them yourself. And, IKEA’s service mirrors their brand. They have exhaustive web self service in a multitude of languages, a chat bot, some email support and limited phone support. You are not disappointed with their lack of white-glove service because you would never expect it from IKEA — it is not their business model.
I have discussed questions such as “Which banking platform vendor is the right one for a given financial services firm in its specific requirements context in a given country?” with Forrester clients for some time. Interestingly, the share of these discussions touching on questions such as “How viable is vendor X?” and “Is vendor Y the right one for a bank the size of mine?” is increasing. What is the reason for this?
It is clear that in such a global situation, the reduced deal numbers of many vendors and the economic trouble of some are reason for concern for many delivery teams making or supporting the long-term decision for a new banking platform vendor — particularly when preliminary findings from a Forrester survey show a new thrust for the renewal of the financial service application landscape. At the same time, banking platform vendors’ behavior is changing:
My research team’s charter here at Forrester is to “Predict and quantify growth and disruption in the tech industry.” That means we’re always on the lookout for the next big thing(s), whether that’s technology, economic, or business trends that will change the direction of the industry’s fortunes. So we spend a lot of time on primary research, understanding the requirements and priorities of key business technology constituencies like IT organizations, business leaders, and employees within businesses large and small.
And many of our clients in the tech industry do the same. I recently spent some time with Saul Berman and Ragna Bell from IBM’s Global Business Services team, which just completed its bi-annual Global CEO Study. It’s an impressive piece of research, with interviews of more than 1,500 CEOs from around the world about their challenges, goals, and values. One prominent takeaway for readers of this blog: sustainability and environmental concerns are NOT gaining ground on the priority list of global CEOs. Take a look at Figure 1: “environmental issues” are stuck in 7th place on the list of the most important external factors impacting the CEOs’ organizations over the next 3 years. So while we in the sustainability community think we’re making headway in corporate boardrooms, this data doesn't show much progress over the last six years.
Marc Benioff, CEO of salesforce.com, gave a typically energetic performance at London’s Royal Festival Hall yesterday, both in the main-stage keynote and the private lunch for press and analysts. In addition to some humorous digs at Oracle, SAP, and pretty much any company that wants to run its own data center, Benioff described his vision for enterprise applications in the world of social computing, which he calls Cloud 2. Key to this vision is salesforce.com’s own Chatter application, which is . . . er, well actually it's not really clear what it is. Various spokespeople described it as an internal Facebook, a collaboration engine, Twitter but secure, but to me it still seems to be a user interface in search of an application.
The demonstration reminded me forcibly of the scene in Bruce Almighty in which Morgan Freeman lets Jim Carrey hear all the prayers being made at that instant by the citizens of Chicago. The user gets a stream of tweets, discussion threads, notifications, and alerts from feeder applications, messages from colleagues to each other, general questions, etc. My question, which no-one could answer adequately was “how is this different from email?” The features they cite — filtering, highlighting, threading, categorizing, etc. — are all in Outlook if you care to use them.
The main difference, apart from the fashionable user interface with the sender’s photo next to each message, is the switch from emailers deciding who they want to read their message, to readers deciding whose chats they want to see. Benioff’s description of his own Chatter feed puts him as the omniscient Bruce, watching every sales process, customer service problem resolution, product design collaboration, and invoice approval throughout his organization.
Hello customer service world – I’ve just joined at Forrester Research, responsible for customer service and call center business processes. I’ll be watching the customer service vendors – both the traditional multichannel ones as well as the new social/community ones. I’ll be working with clients to justify new customer service projects and to recommend best practice adoption as well as sharing my thoughts and opinions of the impact of the customer service experience on your brand.
Even though I am new to Forrester, I am not new to customer service, having spent years at KANA and as a regular contributor to the CRM magazine and blog-sphere.
One topic that has interested me is how the customer service manager must balance the needs of his ever-evolving customer with the economic constraints imposed on him by the business. Customers today demand instant service on-the-go, and are quick to voice their displeasure when service doesn’t meet their expectations. And in this world of social media, this displeasure is easily amplified, which can negatively impact your business.
So what are the tools and business processes that a service manager must embrace to be successful? New knowledge tools? New delivery channels for the mobile customer or the impatient one? More process in the front office to help standardize the experience? A better cross-channel customer experience? More sophisticated analytics to microtarget your customer?
I know there are a lot more answers to this question. I hope you will start reading my blog, offer your suggestions and feedback, and pass on a good word if you like what you see. I look forward to your insights.
On September 7, 2010, US Federal CIO Vivek Kundra (Office of Management and Budget) joined with Federal CTO Aneesh Chopra (Federal Office of Science and Technology Policy) and Bev Godwin (Director, Center for New Media and Citizen Engagement, U.S. General Services Administration) to announce the launch of Challenge.gov at the Gov2.0 Summit.
It was reported that sometime over the past weekend the number of tweets and blogs about VMworld exceeded Plankk’s limit (postulated by blogger Marvin Plankk, now confined to an obscure institution in an unidentified state with more moose than people), and quietly coalesced into an undifferentiated blob of digital entropy as a result of too many semantically identical postings online at the same time. So this leaves the field clear for me to write the first VMworld post in the new cycle.
This year was my first time at VMworld, and it left a profound impression – while the energy and activity among the 17,000 attendees, exhibitors and VMware itself would have been impressive in any context, the underlying evidence of a fundamental transformation of the IT landscape was even more so. The theme this year was “clouds,” but to some extent I think themes of major shows like this are largely irrelevant. The theme serves as an organizing principle for the communications and promotion of the show, but the technology content of the show, particularly as embodied by its exhibitors and attendees, is based on what is actually being done in the real world. If the technology was not already there, the show might have to find another label. Keeping the cart firmly behind the horse, this activity is being driven by real IT problems, real investments in solutions, and real technology being brought to market. So to me the revelation of the show was not in the fact that VMware called it “cloud,” but that the world is really thinking “cloud.”
But Empowered isn’t only about employees. It also lays out a strategy for engaging your most influential customers. Consumer product strategy professionals should wield Empowered concepts for exactly that reason – to energize your best customers. In the mobile space, product strategists are looking for ideas to help them develop innovative, leading-edge applications for Smartphone users on platforms like the iPhone or Android. So we’ve just released a report to help product strategists do just that, called “Designing A Mobile Empowered Product Strategy.” It applies ideas from Empowered to product strategy, and includes numerous case studies of mobile applications that exemplify Empowered approaches.