Cilla Mackay presentation

1. Transformational change –
the behaviours to deliver success

2. Blue Sky Performance
Improvement
Agenda
2.
01 How the landscape has changed - creating the why?
02 The five stage transformation journey
03
The nine things leaders do to deliver successful
service transformation
04 A real example to share
05 Measuring success
06 What next?
Cilla McKay
Account
Director

3. Blue Sky Performance
Improvement
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Working in partnership

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Improvement
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A thoroughly modern public service landscape

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Improvement
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Three drivers of change

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Improvement
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Stakeholder engagement and set direction
A leader–led transformation model to make change stick

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Improvement
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Create the climate
To create emotional and intellectual engagement to change, clarity
around the burning platform for transformation and set expectation
and provide tools and approaches for role-modelling customer service
behaviours
Thethings leaders do in ‘best for
service’organisations to create the
climate for great customer
experiences

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Improvement
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Create the climate for leaders
Engage people
Shift and reframe
(negative
thinking)
Leverage the
empowerment culture
Symbolic action
Show up
Clear the path
Create
accountability
Encourage the new customer
focused behaviours
Create a culture of positive
critique

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Improvement
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Case study objectives
Client objectives:
• To move 85% of customer transactions online by April 2017
• To enhance the customer experience and make it easy to do
business
• To reduce the cost to serve
Diagnostic objectives:
• Behaviours – customer experience – what is happening today
• What channel - nature of the calls coming in, so we can identify if
the enquiry can be delivered in an online environment
• Repeat contact analysis; to what degree are the agents and
advisors delivering clear next issue avoidance
• Share the business case for the art of the possible – the
opportunities - What is the conclusion, recommendations and the
return on investment opportunities?

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Improvement
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Supporting objectives:
• To gain true insight on the level of customer traffic via available
digital channels for contact
• To identify the degree to which the principle of next issue avoidance
is being used to minimise repeat calling
• The define the behaviour and mindset operational line managers
need to create the climate for digital and non-digital customer
experience
• To drive operational line manager ownership and responsibility for
encouraging performance outcomes to deliver against the customer
experience (performance dashboard) you define

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Improvement
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Case study – initial insights
of the calls observed could have been
carried out through a digital channel
95%
“Customers geta better experienceby calling the
Customer Successteam“
“When a good (7 score) level of advocating
for the customer was present on a call 75%
of customer issues were resolved and when
a poor level of advocating (3 orless), just
27% of calls wereresolved)
7%
46%
39%
9%
Directing
away from
digital
Nothing
Raises
awareness
Digital conversations
of calls did not have timescales clarified40%
of all calls featured advisors using non-
confident language e.g.: “Somebody will
be in touch soon; they should arrive
tomorrow; it might happen, I dunno”
65%

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Improvement
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How we uncovered top performer behaviours
A bespoke behaviour analysis observation template
was created using insights from Blue Sky thought
leadership research into effective service behaviours
and key elements from the Customer Effort research.
Additional analysis was performed to look at specific
behaviours and identify trends that came out of the
data…

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Improvement
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Comparison of your best and worst performers
0
1
2
3
4
5
6
7
8
9
10
Average of Top 4 performers (calls only)
10 = Extremely good
7 = Good example
3 = Poor performance
1 = No evidence of behaviour

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Improvement
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Digital focus in conversations –
what was happening
“XXshould facilitate the moveto
digital by educating their customers”
7%
46%39%
9%
Directing away
from digital
Nothing
Raises
awareness
Facilitated the
move
Top performer behaviours:
• EARN the right to ask the
customer
• Educate customers on the
benefits of digital
• Educate customers on
how to use it

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Improvement
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The six behaviours to drive
transformational change
Verifies customer
objectives
Advocate for the
customer – own it
Teaches the
Customer
something new
Tailors solution Sign-posts and
clarifies next steps
Effective
acknowledgment

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Improvement
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A webchat observation example (2)
Caller: “ Hi Dominic*”
CSA: “Hi xxx, how can I help?”
Caller: “I want to include my wife on my tenancy
agreement please. Is it right I have to get a
solicitor
to write a new one?”
CSA: “Let me check, one moment please”
Pause. (approx. 2 mins)
CSA: “Hi, what is your address please?”
Caller: “xx, Percival Mansions*”
CSA: “Yes, that’s right. Is your wife xx?”
Caller: “No, that’s my brother, my wife is xx”
CSA: “Ah sorry”
CSA: “Fine, she is already listed on the address
as a tenant…”
Caller: “I didn’t understand what you meant”
Caller: “Sorry, I’m not the sharpest tool ”
Pause: (approx. 2. mins)
CSA: “I have been informed by my manager that the
tenancy
agreement is a legal document, it is rarely possible to
change
them. If you did decide that you want a new tenancy
agreement, you have to email xxx”
Caller: “Ok, thanks”
CSA: “Is there anything else I can help you with?”
Caller: “No. Thanks”
CSA “Bye”
Caller: “Bye”

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Improvement
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Measuring the impact of your investment
from start to finish using the Kirkpatrick
model