CUSTOMER EXPERIENCE COMMUNITY OF PRACTICE
Transcript of CUSTOMER EXPERIENCE COMMUNITY OF PRACTICE
CUSTOMER EXPERIENCE COMMUNITY OF PRACTICE
Implementing and Sustaining Change within Customer Experience
Our focus this month is implementing and Sustaining Change within Customer Experience, you will walk away with:
An understanding of the collaboration
capability enhancements
required to deliver better customer and
community outcomes
An awareness of future Whole of
Government initiatives to develop change capability and
culture within the NSW Public Sector
Unique insight into Treasury’s
transformational journey of ‘putting the customer at the heart of everything
we do’
A better understanding of
the important relationship
between customer experience and effective change
management
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The Final CX ComPrac Event for 2017 is presented byTreasury NSW and the Public Service Commission in partnership with
the Change ComPrac
Graeme Head, Public Service Commissioner
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Vicki Telfer, Executive Director Industrial Relations Group
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The WHY? Followed by the HOW and the WHAT.
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Ask the customer what they think and what they need.
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Qantas’ Customer Value Proposition – a snapshot!
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Qantas’ Customer Value Proposition – a snapshot!
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Qantas’ Customer Value Proposition – a snapshot!
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Whole system review using technology and connecting every role across the customer supply chain.
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What is our why, how, what story?
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WHAT?
HOW?
WHY?
Putting the Customerat the Centre of
everything we do in Treasury to provide a world class customer
experience
Using the Customer Relationship Model
Providing ONE Treasury World Class advice for the Customer
Our Customer Relationship Model where our agency customers are at the centre of everything we do.
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Board
Shareholders
CEO
Customers
Citizens
Cabinet
Treasurer
Secretary
Agencies
ABPSales/service
The Treasury CRM is a set of practices, strategies and technologies that Treasury will use to build customer engagement.
The focus of this work is on driving better Treasury and Agency relationships to ensure a better service to the citizens of NSW.
Corporate Public sector
We have been listening to our customers (2016 Customer Satisfaction Survey).
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» 80% overall satisfaction – reflects strong relationships.
» Good technical knowledge and independent analysis
» Provides reliable advice and problem solving abilities
» Valuable early involvement in policy processes
What does Treasury do well?
ConsistencyCoordinationCommunication
ConfusionConflictionContradiction
Key dial turners Key derailers
How do our customer experience us?
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Treasury
Agency
ABC XYZ
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Example A:Different parts of Treasury providing conflicting advice
Common in the policy development conversations when there are competing internal interests.
Leads to ‘answer shopping’.
Example B:Various parts of Treasury commissioning work from agencies, often to the same deadline
Common in the provision of budgetary and other data where there are shared responsibilities.
Example C:One part of Treasury not consulting effectively on a policy reform that they are asked for advice on with areas of Treasury with specialist knowledge on the subject.
Often leads to sub-standard advice that does not reflect the real Treasury position.
!!!?
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AgencyTreasury
Agency
Customer Relationship Model
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Better understand our customers’ business to ensure provision of high
quality advice
ENGAGEMENT WITH THE RELATIONSHIP LEADEnsure the Relationship Lead understands services offered
to deliver high quality advice and provide customer feedback to relationship leads
ENGAGEMENT WITH THE SERVICE PROVIDERUnderstand services offered by the Service Provider to
ensure the provision of high quality advice and provide customer feedback to product specialists
RELATIONSHIP LEADEnsures the customerreceives ‘one Treasury’
advice to support customers to deliver better outcomes
for the people of NSW.
CUSTOMERSomeone we engage with or someone
who engages us to achieve better outcomes for the people of NSW. (e.g.
Agency / SOC)
SERVICE PROVIDERProvides specialist advice,
partnering and supporting customers to deliver better outcomes
for the people of NSW.
Treasury CRM Principles
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The model places the customer at the centre of everything
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Relationship Leads provide clearer accountability & information to drive effective client management
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The project team is developing a catalogue of our service offerings for our customers
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Culture and Capability Program
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• Determine baseline Customer Satisfaction
• Build Organisational Awareness of the need to change
• Integrate the launch of One View and how this will enable us to provide one TSY voice to the Customer
• Define our ‘Customer Experience’ (the Why)• Road Show Customer Experience / Future state• ‘Working Collaboratively’ simulation - one TSY Voice
• Establish Customer focused capabilities / update role descriptions and PDP objectives.
• Capability gap analysis to determine individual learning needs • Update existing leadership programs with customer lens
• Capability pathway mapped to existing / bespoke online learning
• Identify critical experiences to support learning by cross functional / cluster collaboration (co-location / talent swaps)
ORGANISATIONAwareness / Desire
Knowledge / Ability
Reinforcement
INDIVIDUAL
CULTURE
• Customer Net Promoter Score • Annual Customer
Survey
• Performance and Development Plans / Calibration
• Talent • Mobility
• Culture Surveys • People Matters
Survey• Beyond Awards
We are developing an awareness and desire of the change required. I now know what good looks like!
We are building capability to deliver a World Class Customer Experience!
We are building a Culture where the Customer is at the Centre of all that
we do!
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Q 1- 2 2018Q 1-2 2018
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Q3-4 2018
When Measures
Q 1- 2 2018
Q 1-2 2018
• Leverage the review underway; using the Customer as a key cultural lens
• Review output will support design of the collaboration simulation• Reinforcement activities to be developed to support customer
centricity.
Q&A PanelVicki TelferExecutive Director IR Group, NSW Treasury
Brigitte FairbankExecutive Director Human Resources, NSW Treasury
Shaun SmithDeputy Secretary Corporate Service Partners, Industry
Catherine GrummerAssistant Commissioner, PSC
Change Management & Customer Experience
PMES Questions DPC DFSI Edu. FACS Health Ind. Justice Transp Treas. P&E
2a. My workgroup strives to achieve customer/client satisfaction
92% 88% 89% 87% 86% 89% 78% 84% 92% 88%
6b. I feel that senior managers effectively lead and manage change
64% 50% 48% 40% 43% 44% 37% 41% 61% 42%
7c. I feel that change is managed well in my organisation 53% 43% 38% 29% 41% 34% 30% 33% 50% 31%
NSW Public Sector PMES Results 2017
Aligning Change and Customer Experience
Change Management Customer Experience
Change readiness assessment CSAT & Net Promoter Score
Stakeholder analysis Customer demographics & segmentation
Change impact assessment Customer focus groups
Change Strategy CX Strategy
Communications Plan Marketing Plan
Training Needs Analysis Usability Analysis
Risk & Issue Management Service Recovery
Thank you