ServDes 2016

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Preparing the organisa.on for change by using service concepts
Annita Fjuk, Birgi/e Y/ri and Knut Kvale
Telenor Research

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BACKGROUND

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8. Among the major mobile operators in the world
More than 203 million mobile subscriptions
33 000 employees
Present in markets with 1.3 billion people
Holds economic stake of 33% in
VimpelCom Ltd. with 217 mill.
subscribers in 14 markets
Telenor has an ambition to become
market leader
Telenor launched its services in
December and has operations in seven
circles

9. INCREASED UNCERTAINTY AND COMPLEXITY
DEMANDS NEW WAYS OF WORKING AND INNOVATING
“As a successful scaled company, you cannot run the ship the
way you used to. You’ll get run over by a swarm of start-ups”
- Sco/ Cook. Founder and Chairman of the ExecuKve Commi/ee, Intuit { }

10. ROUTINES ARE CARVED IN STONE
“ We are sort of married to the project methodology that we have …
…with complete scopes, and no itera9ve approaches
where we can improve things “
-Thought leader in Telenor (at an InnovaKon workshop). { }

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12. Thinking like a designer
can transform the way
you develop products,
services, processes –
and even strategy
- Tim Brown
CEO and president of IDEO

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SERVICE CONCEPT
Early prototype of a service that drive
criKcal parts of a change
Edvardsson & Olsson (1996):
A service concept is a detailed description of what is to be done for the customer
(what needs and wishes are to be satisfied), and how this is to be achieved”.
A service concept is a prototype, and ensures the integration between the what and the how.

14. Feedback
from customers on early prototype
(# 200)
IdeaKon and sketching
of prototypes across
organizaKonal funcKons
and managerial
levels
VISION
STATEMENT
Delight the
customer in the
purchase journey
In-depth
interviews
of managers

15. Dilemma
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INSIGHT I
§ Customers are not able to place an order in the web-shop
§ Customers are not able to make an immediate decision in purchase
INSIGHT II
“The cross-channel culture is non-exisKng, making it hard to deliver
sustainable and profitable customer experience”
“It is frustraKng that I can’t be awarded for helping a customer
to complete a purchase in another channel”
- Managers in co-design workshops

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Visualiza.ons of cross-func.onally construc.on of
knowledge - The first sketches
Different channels and touchpoints with
underlined organizational incentives
A service allowing the customer to use
more time on the decision

18. LEARNING THROUGH ITERATIONS AND DIALOGUES
“It made it easier to understand and to increase the value of each
other’s ideas”
“It allowed us to quickly move to very interesKng parts of
the discussion. It would have taken hours to get to the same result
without it”
[Telenor managers]
{ }

19. DELIGHT THE CUSTOMER IN THE PURCHASE JOURNEY
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Be/er advices across channelsMaking the right choice1 2

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CUSTOMER FEEDBACK ON THE SERVICE CONCEPT
using Living Lab

21. CUSTOMER FEEDBACK ON THE SERVICE CONCEPT
1. Making the right choice
POSITIVE ONLY GUARDED POSITIVE
This is good, and something I have hoped for
since I bought a new phone, accessories, or
even a new subscripKon.
CondiKonal posiKvely related to concern that
the soluKon can be abused to aggressive
marke9ng
This service will probably work well and appeal
to many. You get the opportunity to gather
informaKon in the store, and eventually go
home to think about the offering.
Seems like a neat and good soluKon as long as
you can delete the offering and not be
contacted because of I have asked for an
offering….

22. CUSTOMER FEEDBACK ON THE SERVICE CONCEPT
2. Be/er advice across channels
POSITIVE ONLY GUARDED POSITIVE
This is certainly something I want, and it should
have been implemented long ago. ...... I think
customers will be very happy with it, and that it
will pay off in the long run for both the
customer and for Telenor
ReservaKons o`en linked to problems related to
privacy
I think it may work fine, but from experience,
they [Telenor] will NEVER offer what you truly
need, but only use this to push services you
would otherwise get other places…..

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