Post on 12-Apr-2017
UXSTRAT16how experience strategy is changing Aegon into a customer-centric digital organisation
Michel Jansen@dawuss
I work at cXstudio, a small studio founded between two giants; Aegon and HCL.
Our mission is to improve Aegon's customer experience.
(we are here)
Aegon is one of the oldest and largest financial services companies in the
Netherlands, dating back to the late 1800s. They offer insurances, mortgages, pensions,
investment products and more.
It was founded as a life insurance company in a time when life insurances
still looked like this.
For more than 100 years, their business model was to sell these products through
intermediaries.
Every step of the customer journey is moving online
DISCOVER PURCHASE USE
80%researched their purchase online in 2014
60%purchased directly from insurer in 2015
80%prefer to ask questions about their life insurance via Internet / email.
over over
“Digitaal, het nieuwe normaal”, IG&H Consulting & Interim | Financial Services 2014 IG&H Trendonderzoek 2015
But the world is changing,
Preference Reality Preference Reality Preference Reality Preference Reality
78%
20%
0%2%
13%
38%
21%27%
Fully self service
Fully digital advice
Cross-channel advice
Fully face-to-face advice
Providers aren’t keeping up with what customers want
How customers prefer to resolve their living-related affairs vs reality. Source: “Digitaal, het nieuwe normaal”, IG&H Consulting & Interim | Financial Services 2014
@
The ecosystem is changing rapidly, with new direct and online channels
Senior management
Project managers
Development teams
But Aegon was still working in a very traditional way, with digital projects defined top-down and the work commissioned to a range of third parties. This was slow and did not use the knowledge of those
closest to the customer effectively.
Organising for Innovation1 So the first step was to change a few things. Firstly, a new studio focused on CX was
founded to take over all the digital work. Secondly, Aegon moved away from projects as
the main construct for work.
If you want to build a ship, don’t drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea.”
— Antoine de Saint-Exupery (1900–1944)
“
Acquisition marketing Retention marketing
Life Event: Moving House
DISCOVER CONSIDER PURCHASE USE
App
www
Web
Phone
Advisor
Social
TV
Identity & Access
Insight, (Self-)Service & Digital communication
Advisor tools & support
App
Business lines
Purchase funnels
STAY / LEAVE
We created a number of autonomous teams and made each of them responsible for a specific part
of the Aegon customer experience.
We took the old list of projects planned for the coming year and reverse engineered their goals, targets etc. We then clustered the output by affinity and captured the output in "theme canvases"
that we made up for this purpose.
theme & mission
business goals
metrics
journeys solution space
dependen-cies
IT components
customer segments
stake-holders
constraints & frameworks
The canvas is a starting point for a team and consists of a mission plus context.
Now we have a bunch of teams ready to go. They know what to achieve, but they don't yet know where to start.
what to work on when to work on it how much effort to invest
They essentially need to know three things...
what to work on when to work on it how much effort to invest
value
. . .and all three boil down to value (for customers and the business)
Finding valuea case study2
`
Team “Adventurers”
Mission: Make Aegon the best digital partner for advisors in offering help and advice to customers.
Advisor Support
Goals: • Advisors are always informed about all customer affairs • Aegon collaborates efficiently with advisors • Our digital services facilitate sales • Offer reliable, uninterrupted and future-proof service.
Initial Metrics: • Advisor Satisfaction Scores. • CES on advisor tasks • Customer satisfaction score
The canvas has the business goals, but we start with the user.
finding value for users
We used research to find user needs and define personas
We then generated feature ideas based on the needs, using user journeys as a structure.
inzicht in zijn klantenbestand met polissen en correspondentie
gemakkelijk een offerte-, aanvraag- en mutatieproces kunnen uitvoeren
De adviseur wil...
inzicht in status van onderhanden werk
contact leggen met de medewerkers van AEGON
productinformatie ophalen inclusief impact van algemene wet & regelgeving op AEGON beleid
hoogwaardige verkoopkansen aangeboden krijgen
AIP biedt…
Klantbeeld met overzicht klantgegevens, contracten, documenten, kansen, lopende zaken, communicatie etc.
zoeken op klant of contract en vanuit daar direct een offerte, aanvraag of mutatie etc. starten.
Contactgegevens van en live chat met Aegon medewerkers – zowel account manager als medewerkers die bezig zijn met lopende zaken.
Statusinformatie over lopende zaken
Advieskansen, bestaande uit zowel vragen van (potentiële) nieuwe klanten als kansen binnen portefeuille.
Een app voor de buitendienst
Aegon.nl integratie waarbij adviseurs in de kijker worden gespeeld bij klanten
Een ROA flow waarbij je soepel kunt doorklikken van berekening naar offerte naar aanvraag.
Productinformatie met overzicht van (historische) productvoorwaarden etc.
Nieuws en marktontwikkelingen, met mogelijkheid tot inzien advieskansen / impact op portefeuille.
user needs propositionsAnd clustered features into 10 main promises of
functionality..
We visualised the functionality using conceptual mock ups.
And invited users for a focus group to talk about their needs.
We showed them the mock ups, but we also asked them to rate each high level feature on paper for
quantitative feedback.
Satisfaction if presentDissatisfaction if absent
For each feature, we ask what they think if we include this, as well as what if we don't.
Ontevredenheid bij ontbreken
Tevr
eden
heid
bij
aanw
ezig
heid 2
1
3App
Advieskansen prospects
Nieuws & marktontwikkelingen
Advieskansen uit portefeuille
Aegon.nl integratie
Contact met Aegon medewerkers
Statusinformatie
Klantbeeld
Soepel doorklikken in ROA
Acties vanuit klant of contract
Productinfo
4Ontevredenheid bij ontbreken
Tevr
eden
heid
bij
aanw
ezig
heid 2
1
3
4Satis
fact
ion
if pr
esen
t
Dissatisfaction if absent
So we can plot them
Ontevredenheid bij ontbreken
Tevr
eden
heid
bij
aanw
ezig
heid 2
1
3App
Advieskansen prospects
Nieuws & marktontwikkelingen
Advieskansen uit portefeuille
Aegon.nl integratie
Contact met Aegon medewerkers
Statusinformatie
Klantbeeld
Soepel doorklikken in ROA
Acties vanuit klant of contract
Productinfo
4Ontevredenheid bij ontbreken
Tevr
eden
heid
bij
aanw
ezig
heid 2
1
3
4Satis
fact
ion
if pr
esen
t
Dissatisfaction if absentundesired must have
one-dimensionalperfomance
attractiveAnd use the Kano model to categorise each feature.
Ontevredenheid bij ontbreken
Tevr
eden
heid
bij
aanw
ezig
heid 2
1
3App
Advieskansen prospects
Nieuws & marktontwikkelingen
Advieskansen uit portefeuille
Aegon.nl integratie
Contact met Aegon medewerkers
Statusinformatie
Klantbeeld
Soepel doorklikken in ROA
Acties vanuit klant of contract
Productinfo
4Ontevredenheid bij ontbreken
Tevr
eden
heid
bij
aanw
ezig
heid 2
1
3
4Satis
fact
ion
if pr
esen
t
Dissatisfaction if absent
1
23
undesired must have
one-dimensionalperfomance
attractive
The Kano model helps decide the order in which we need to do stuff. Attractive features can wait, because there is little dissatisfaction if absent.
Absent Basic Best in class
Execution
Dissatisfied
Disappointed
Neutral
Satisfied
Excited
Satis
faction
undesired
must have
one-dimensionalperfomance
attractive
indifferent
Based on: Kano, Noriaki et al. (April 1984). "Attractive quality and must-be quality". Journal of the Japanese Society for Quality Control (in Japanese) 14 (2): 39–48. ISSN 0386-8230.
The Kano model also informs the effort we need to put into things. For must
haves, more than basic execution does not pay off.,
whereas for one-dimensional performance
features, more = better.
Ontevredenheid bij ontbreken
Tevr
eden
heid
bij
aanw
ezig
heid
App
Advieskansen prospects
Nieuws & marktontwikkelingen
Advieskansen uit portefeuille
Aegon.nl integratie
Contact met Aegon medewerkers
Statusinformatie
Klantbeeld
Soepel doorklikken in ROA
Acties vanuit klant of contract
Productinfo
Satis
fact
ion
if pr
esen
t
Dissatisfaction if absent
We used both quantitative and qualitative information to plot our
features in the model.
business value
Now it's time to circle back to business value.
Map features to goals.
Knowing how much effort we will put into each feature allows us to build a business case.
Defining the roadmap3 Purpose: knowing when we want to achieve what.
we started with the minimum viable product
Ontevredenheid bij ontbreken
Tevr
eden
heid
bij
aanw
ezig
heid 2
1
3
4busi
ness
val
ue
user value
In theory, this is simple...
Ontevredenheid bij ontbreken
Tevr
eden
heid
bij
aanw
ezig
heid 2
1
3
4busi
ness
val
ue
user valueleast important
most important
Ontevredenheid bij ontbreken
Tevr
eden
heid
bij
aanw
ezig
heid 2
1
3
4busi
ness
val
ue
user valuewhat we do last(or not at all)
what we do first
user value
business value
strategic importance
complexity of work
amount of work
risk
uncertainty
internal dependen-
cies
external dependen-
cies
But in reality, lots of factors matter.
1 2 3 4 5
So we end up knowing the MVP consists of 6 major components.
1 2 3 4 65
The Kano model helps size up the total effort for each.
1 2 3 4 5 6
?
But it is still a lot of work
THE MVP
IS TOO DAMN BIG
So we have a problem.
We need to slice some features up
1 2 3 4 5 6
?
1 2 3 4 5 6
?
3 3 44 5
1 2 3 4 5 ?
R1
3 4
R2 R3 …
MVP
?
…
6
And find the true MVP, which we can then iteratively build out in future releases.
The roadmap says what we want to achieve by when, not how we do it.
Making it happen4Now we are ready to go
moment when value is added
1 2 3 4 5 ?
R1
3 4
R2 R3 …
MVP
?
…
6
minimum viable feature execution
Except there is still a problem: we don't know what the smallest feature slice looks like yet. Also, the MVP is still quite large and will take some time to complete.
Meanwhile, we don't deliver value and more importantly, we don't learn.
step 1: pilot features in a beta track
1 2 3 4 5 ?
R1
3 4
R2 R3 …
6
4
R1
5
R2
4
R3
5
R4
moment when value is added
Pilot
Product
By launching a subset of features in closed beta, we deliver value sooner and learn
how well they work in the wild.
Envisioned: 9+ weeks of work Pilot: 5 days of work
We took some shortcuts to get to 80% of what we envisioned in a fraction of the
time, since it's a pilot anyway.
step 2: set up an experimentation track
Mijn advieskansen
Kantoor inboxURGENT 0
14:30Adviesverzoek lijfrenteVan: Peter Smit
Bestaande klant
12:15Lorem ipsum dolorVan: Bianca Jansen
Nieuwe klant
ADVIESVERZOEKEN 3
EXPIRERENDE POLISSEN 0
HERSTELADVIES 1
RENTE MIDDELING 1
Archief
DOOR MIJ OPGEPAKT
DOOR ANDEREN OPGEPAKT
VERLOREN
AFGEWEZEN
03:28OnderwerpVan: Pharetra Aenean
Nieuwe klant
Onderwerp
Vraag
Contact voorkeur
Gegevens berekening
Responsetijd verloopt bijna Resterend
Gisteren 13:12Van: Pharetra Aenean
Nieuwe klant
03:28
Advieskans details
Contact gegevens
• ‘s Ochtends• Telefonisch
Adress
Telefoonnummer
(voorkeur klant!)
Verstuur een e-mail
Deze kans is bij u in behandeling
Archiveer
Advieskansen
Uw opmerking
Klaar
Opmerking
Beoordeling advieskans
Afspraak ingepland
Direct afgehandeld
Niet gelukt
Handeling
Archiveren
We created mock ups of envisioned scenarios to elicit feedback on the vision.
We asked feedback from real users, either at their workplace or in our lab.
Testing in our lab is less valid, but allows stakeholders to join, which is hugely
important.
step 3: making it work with the business
Klant Actie Via adviseur
product afsluiten
Line of interaction
Line of visibility
Line of visibility
Line of interaction
Frontstage Action
Backstage Action
Medewerker
Backstage Action
Digitaal
Aeg
onAdv
iseu
r
Klant helpen met het afsluiten van
een product
Line of internal interaction
AIP ROA
Aanvraag verwerken
Brief van Aegon ontvangen over mijn naderende
expirerende polis
Expirerende Polissen Excel
sheet genereren & uploaden
Vooraankondiging expirerende polis
naar adviseur sturen
Brief van Aegon over naderende
expirerende polis
Expirerende polis zichtbaar in AIP
“Later Oppakken”
T - 4 maanden T - 3 maanden
Aankondiging expirerende polis naar klant sturen
Expirerende polis zichtbaar in AIP“Nu oppakken”
+ kopie brief
Nieuwe notificatie over expirerende
polis
markeren als “in behandeling”
Bekijken in AIP
Contact opnemen met klant
Telefoontje van adviseur over
expirerende polis
Oppakken in AIP
Keuze doorgeven aan adviseur
Klant helpen met aanvragen van uitkeringsvorm
Aanvraag verwerken
AIP ROA
Feedback achterlaten over
advies
Bevestiging verwerkt + verzoek om
feedback
X dagen na aanvraag
Happy flow: opgepakte advieskans
Resultaat terugkoppelne?
Map the customer journey against business processes. Maps are great for
discussing friction and changes.
final step: closing the loop with continuous discovery
Analytics
Satisfaction Scores
Customer feedback
Realtime dashboards
We are working on bringing it all together in realtime dashboards based on customer journeys.
The ultimate goal is to create a learning loop, with serendipitous ideas based on insights and multiple ways to act on them, either through experiments or by launching.
What we’ve learned so far
think big, act small1Have a vision, but don't try to execute all
at once. Slice, then learn.
Defining the vision as an ideal customer journey helps ensure a consistent experience. In this case we found 10 things that would
create the perfect journey.
1
23 5
4
4
A quick round of research showed 3 have the biggest impact, so we did those first and then re-evaluated.
a vision shared is a vision multiplied2
Super important to define the vision together. Involve marketing, sales, business development etc.
Customer journey is a good framework to elicit input.
Sharing back is also important. Journey maps are highly shareable.
Shareable prototypes are even better, as they tend to go viral.
At Aegon, we even use webinars to keep everyone informed.
have an experimentation track3
not here
but here
Experiment often to avoid ending up in local maximum.
try the crazy stuff first
Not only in the beginning, but test biggest assumptions first.
We tested some ideas we thought went too far, but users said it was fine.
costs of changes
information
influence
time
experiment here
launch clumsy solutions4If you are not ashamed of the first version, you waited too long.
Our first release was powered by an Excel sheet instead of a proper data pipeline. Nobody knew and we could validate more
quickly. Wizard of Oz is a powerful technique.
5There are a lot of great insights waiting to be found, but
you have to be paying attention to them.
thank youMichel Jansen
@dawuss
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