What’s the Number One Number Thing Today’s CEO’s Must Do? Do the OODA Loop Faster and More Innovatively

What’s the Newest Requirement for a CEO? Do the OODA Loop Faster and Better!

You would think it would to generate revenue, profits and reduce costs. Think again. It’s all about iterating and pivoting like a start-up. And who better than a former fighter pilot to teach CEO’s a thing or two about making quick. So I want you to meet John Boyd, who was among many things, a military strategist, colonel and fighter pilot whose theories are highly influential in the military, sports and business.

So why bring up Colonel Boyd in the context of CEO’s and their need to be nimble? Because investors and boards have transitioned from desiring quarterly profits (something that has driven Wall Street and corporations for many years) to searching for leaders to those who have the ability to disrupt their industry or die. What did the fighter pilot, Colonel Boyd used to make those decisions to do something out of the ordinary? He created a framework known as the OODA Loop:

  • Observe (M—ake the best use of the information and other intelligence resources available right now)
  • Orient (Quickly put the new observations into a context with the old)
  • Decide (Make quick decisions and take the “next actions” based on a combination of observations, current knowledge and intuition), and then
  • Act on those decisions to carry out the selected action(s), ideally— while the competitor is still observing your last action so you beat them to the punch!

OODA Loop

                                         Photo Source: Larry Paul

Above is a video from Ralph Mroz on the OODA Loop as applied to business if you want more information!

Observe, Orient, Decide and Act Is Known as John Boyd’s OODA Loop

As a fighter pilot, John had to make decisions in nano-seconds. With this framework of observe, orient, decide and act he way able to describe a way to iterate and pivot, very quickly, and decide if the object in front of them is friend or foe. Not doing so could mean life or death. It could also mean the end to a critical mission.  What does the OODA Loop mean to a CEO? Iterating and pivoting is also mission critical. Just ask the CEO of Ford Motor Company, Chief Executive Mark Fields. He was a 28 year old veteran of the business and was replaced by someone the business thought would be able to disrupt the automotive industry very quickly!

The Message is Simple: Do the OODA Loop Faster or Die

While Mr. Field’s did what most board’s used to expect of a CEO’s, i.e., he returned consistent profits, he did’t make enough changes fast enough. His OODA loop was too slow. But he didn’t know what he didn’t know. He, as many other CEO’s don’t realize that the winds of change are changing all around us. Like in most any industry, the car market has entered into the era of transportation.

It’s no longer just about building and selling a car. It’s about car-as-a-service. Think: ride-sharing (think Lyft, Tesla and ReachNow (by BMW.) It’s also about taking the traditional gasoline engine and transforming it’s power source to be an electric vehicle. And it doesn’t stop there. Some companies are disrupting the industry by experimenting with self-driving technology, making investments in connected cities (think BMW and Santa Monica, CA.) And at the same time Ford’s stock sank. 

How Fast Does Your CEO do The OODA Loop?

How fast do decisions get made? How fast can the ship be turned? Today, with the need to act quickly, the message is simple. We are in an age of rapid disruption by the software and tech industries. A leader of any company has to pick up the tempo and make riskier bets sooner… or die. While it was Mr. Field’s intention to set Ford on a path to be part of the new, emerging auto industry, he just didn’t do it fast enough.

Since Mr. Field’s took over three years ago, the share price of Ford is down 40%. As a CEO, as yourself, “Are you disrupting yourself, your company and your products fast enough? Are you really changing anything or are you just doing the old stuff just faster?” These are not easy questions, but ones that we all need to contend with. Consider you are one company and your are disrupting yourself faster than your competitor. What happens to the competitor?

ooda loop faster to drive innovation @drnatalie

                                                             Photo Source: Larry Paul

As a CEO, Are You On Track?

In military operations, OODA loops takes place in nano-seconds. In corporations, its decisions are often slower. In the old days, strategy was rigidly followed till next years’ planning cycle. But today, that’s no longer an acceptable mindset. And it’s critical to validate we’re on track and if not, correct it. Using a model like the OODA Loop, along with design-thinking which requires to you go and talk to your customers, your employees, customer’s of your competitors, to industries that are similar to your and industries that have nothing to do with yours.

It’s where the kernel of the seeds of innovation are hatched, born and grown into a full idea. The results of your actions become the observations to re-orient you to make your next decision. Quickly repeating the OODA loop equals success. And as you are doing this, you want to make sure you are making real-time changes that are just changes to make changes, but change to create a “Blue Ocean Strategy.” As defined by the author’s of the book, Blue Ocean Strategy, CEO’s need to quickly create an uncontested marketplace, where the competition is irrelevant.

Who’s Slow to the OODA Loop?

According to the article by Christopher Mims of the Wall Street JournalRonald Boire of Barnes & Noble, GNC Holdings’ Mike Archbold and top executives at three of the six major Hollywood studios making changes faster is very important. Where to look for inspiration? According to Mr. Mims, unlike large corporations, startups don’t need decades to make the changes the businesses need to succeed in the new world. They are nimble, they are always iterating, pivoting, changing, trying new things, not being afraid of conflict…

What does this mean for established companies? They will need to take drastic measures to do the OODA loop faster. What kind of drastic measures? According to the article, these CEO’s must be willing to tell their stakeholders they may have to lose money and cannibalize existing products and services, while scaling up new technologies and methods. Not the same old dog chow most CEO’s having been dishing out.

How Can a CEO Get On Track?

It used to be that you could acquire the start-up that was trying to put you out of business. But in today’s market it takes more than that. Companies that are disrupting the marketplace are growing so quickly, capturing so much market share, they don’t want or need to be acquired. And they can become too valuable to buy or are unwilling to sell. So the questions for you, as a CEO, “Is do you have systems to monitor/measure what employees know, think & feel about what is going on in the business?”

They are often the ones on the front line that really know what is going on and what needs to be done, or at least what isn’t working. “Do you really know what your customers know, think & feel? Or do you have a cordial relationship where the “real deal” is not really discussed?” Honest, conscious conversation is where it all starts. Many people have made careers by learning how to manage-up well. That’s not a bad thing, except when you aren’t telling the CEO the truth about what the troops think, feel and know. But there has to be a cultural environment that always you to be able to safely say the things. That’s not always the case.

And, as a CEO, “Do you take that information that you have gathered from your employees, your customers, all kinds of sources and integrate it into your company?” One of the best ways to stay on top of the game is to monitor social and digital media. If you have a digital / social media command center, where all the top news and information is brought into one central place, you can begin to digest a new picture of the quickly changing landscape very easily. You’ll also want to keep your ear closely attuned to what is happening in the start-up world, regardless of whether it is Silicon Valley or Silicon Beach or Silicon Edge or…

The More Things Change, The More They Stay The Same

To me, all of this sounds like something very familiar to those of us who came from the voice of the customer or quality. Remember Deming, the father of Quality who was pushed out of the American Auto Industry? And then only to be invited to Japan and make their automative industry soar? What was his secret sauce? To listen to their customers and the employees. To make really changes to their products and services based on that feedback!

Start Incubating Innovation

Today, companies must incubate disruptive ideas within their own corporate cultures. And this is not easy, because often it means supporting them as they grow into something truly disruptive. The company might have to absorb their losses. For example, for its first 20 years Amazon made almost no profit. But iterating, pivoting and incubating is not enough. A CEO must maintain the existing business at the same time as they innovate. This is a new and rare skill.

So where best to learn how to think like an OODA Loop CEO? Find a group that help take you through thinking differently, through a design-thinking process where you never know what will come out of it, but it always spurs innovation. You have to cross the chasm, from how you normally do things, to how things have never been done before. That’s a lot of change, so it’s also important to develop those ideas and new innovations in the culture where change and honestly is accepted and appreciated.

@drnatalie

VP, Program Executive, in the Innovation and Transformation Center 
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Genesys & Interactive Intelligence Acquisition Is Complete

Genesys has completed the acquisition of Interactive Intelligence. Why acquire Interactive Intelligence? The idea is that the addition of Interactive Intelligence will enable Genesys to accelerate its mission of powering the best customer experiences in more industries and more countries – over any channel in the cloud and on premises. The acquisition also means that Genesys now has over 10,000 customers in more than 100 countries supporting over 25 billion customer interactions per year. Genesys will continue to offer support and invest in best-in-class solutions, including PureCloud®, Communications as a Service℠ (CaaS) and Customer Interaction Center™ (CIC), in addition to our core Genesys products.

In terms of how the company is run, Paul Segre will continue to serve as CEO, providing leadership that best supports the needs of customers, partners and employees. Genesys will maintain its headquarters in Daly City, as well as key offices in Indianapolis, Indiana and Durham, North Carolina.

This acquisition is one of many that are being seen in the customer service and customer experience world. It gives Genesys a larger customer base and integrates many of the features and functions Interactive Intelligence brought to the table. As customer experience becomes one of the most important differentiators in a brand’s overall experience, choosing the right vendor to deliver on complex customer service and customer experience interactions will be key. While there are vendors that are part of a larger marketing, sales and service suite, there are other vendors who remain focused on the customer service marketplace. Time will tell how organizations see the need to go with solutions that service part of an organization vs having the capability to connect to the back office as well as other lines of business.

Below is a snapshot of Genesys’s capabilities:

Overview of Genesys

@DrNatalie Petouhoff, VP and Principal Analyst, Constellation Research

www.constellationr.com

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Constellation ShortList™ for Field Service Management

Constellation has announced the Constellation ShortList vendors in Field Service Management which provides the best capabilities to help employees serve customers. Field customer service occurs when resources or services are deployed onsite at a client. Field service management software enables companies to be flexible and nimble when providing service. These offerings are great at detecting problems before having to send someone to repair or fix a customer’s issue. In the event they must send someone, they can communicate in real-time with customers, provide on-site information about products and repair issues while offering relevant and timely service.

These offerings help companies improve their operational efficiencies by optimizing work-order routing and technician scheduling, which results in quicker resolution of issues. Analytics used in field services often optimize when services are deployed and how assets are tied to deployment of resources. They have advanced scheduling systems that let the customer know when the technician or field-service employee will arrive within a reasonable window of time. Helping provide an excellent customer experience is the most important aspect of field service management solutions.

The Constellation ShortList presents vendors in different categories of the market relevant to early adopters. In addition, products included in this document meet the threshold criteria for this category as determined by Constellation Research.  This Constellation ShortList of vendors for a market category is compiled through conversations with early adopter clients, independent analysis, and briefings with vendors and partners.

Constellation considers the following criteria for these solutions:

  • Good diagnostics prior to rolling out the truck
  • Resource management
  • Case management
  • Communication with the customer on the status of the technician’s arrival
  • Scheduling
  • Resource allocation
  • Inventory optimization
  • Mobile enablement.

Constellation evaluates over 25 solutions categorized in this market. This Constellation ShortList is determined by client inquiries, partner conversations, vendor selection projects, market share and internal research. These are the best-of-breed vendors that provide applications and services without bundling into another platform:

  • IFS
  • Oracle Field Service Cloud (formerly TOA Technologies)
  •  ServiceMax
  • ClickSoftware
  • PTC
  • SAP
  • Vertical Solutions.

For more information on the short lists, please see the Constellation Research site.

@Drnatalie Petouhoff, VP and Principal Analyst, Constellation Research, Covering Customer-Facing Applications

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Constellation ShortList™ for Customer Experience (CX) Services: Global

The Customer Experience (CX) Services Global List acknowledges leaders in driving customer experience excellence in organizations. The Constellation ShortList presents vendors in different categories of the market relevant to early adopters. In addition, products included in this document meet the threshold criteria for this category as determined by Constellation Research.

This Constellation ShortList of vendors for a market category is compiled through conversations with early adopter clients, independent analysis, and briefings with vendors and partners. A systems integrator (SI) or customer experience (CX) service provider brings together solutions into an overall customer experience hub. They work with all functional departments, such as marketing, sales, customer service, supply chain, e-commerce, IT, digital performance management (DPM) and back-office systems.

With SaaS solutions, the SI’s role is changing to focus on strategy, tactics and choosing technology. Customer experience SIs guide brands’ CX journeys on all channels (e.g., email, chat, text, websites, phone, social networks) and devices (e.g., phones, tablets, desktops), and optimize each to make the experience flawless. With options to order on a website and pick up in a store or ship to an address, front-end experiences need to be great, along with top-notch supply chain/ERP so inventory is current. In addition to customer journey mapping and choosing omni-channel technology, they focus on DPM to ensure websites load quickly and shopping carts don’t get hung up or abandoned, while mitigating lost revenue.

CX SIs have a set of best practices, strategy design, optimal delivery, and testing methodology to guide clients to obtain an optimal CX from a customer’s point-of-view. These firms often perform a gap analysis (comparing the current and future state of the customer experience to find gaps). SIs use gaps to create a long- and short-term road map, emphasizing low-hanging fruit and large ROI. SIs often incorporate organizational change management.

Constellation considers the following criteria for these solutions:

  • Best practices methodology
  • An assessment tool
  • Create strategy and technology roadmap
  • Customer references
  • Differentiated IP
  • Customer success management
  • Operating in three continents.

Constellation evaluates over 100 solutions categorized in this market. This Constellation ShortList is determined by client inquiries, partner conversations, customer references, vendor selection projects, market share, and internal research. Enterprise Service Providers / System Integrators / Management Consultants include:

  • Accenture
  • Bain
  • Boston Consulting Group
  • Capgemini
  • Deloitte
  • Ernst & Young
  • IBM Global Business Services
  • Infosys
  • McKinsey
  • SapientNitro
  • Wipro.

For more information about this short list, please see the Constellation Research website.

@DrNatalie Petouhoff, VP and Principal Analyst, Covering Customer-facing Applications

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Constellation ShortList™ for Digital Performance Management

Digital Performance Management provides companies with the analytics to determine if their customer experience is optimized. The Constellation ShortList presents vendors in different categories of the market relevant to early adopters. In addition, products included in this document meet the threshold criteria for this category as determined by Constellation Research. This Constellation ShortList of vendors for a market category is compiled through conversations with early adopter clients, independent analysis, and briefings with vendors and partners.

Mastering digital performance management (DPM) is one of the leading challenges of the digital economy. Often referred to as application performance management (APM), it requires a joint effort between many functional departments, such as marketing, sales, customer service, e-commerce and IT. It is no longer just about IT looking at the performance of the technology stack or the management of the infrastructure or cloud that delivers customer experience.

Today, it’s about the collaboration between the lines of business and IT to measure and manage the end-to-end transaction delivery and translate it into actionable information that a brand can use to optimize customer experience, as well as the performance of the technologies used to deliver it. When DPM is optimized, companies can deliver an engaging digital experience, maximize revenue and improve brand loyalty. DPM vendors help both the business and engineering teams to not only define conversion and revenue goals but also make sure they are reached.

They make sure the application’s performance doesn’t become a roadblock to optimal customer experiences and reaching business metrics, including conversion rates, high availability and high user experience indexes. The goal is to monitor and measure to eliminate all revenue barriers with a strong focus on digital performance to ensure that the road to conversion is quick and easy; the customer experience is smooth; and customers remain loyal as a result.

Constellation considers the following criteria for these solutions:

  • Monitoring of each customer’s journey and business transactions, using intelligent analytics
  • Proactive application monitoring for quick problem resolution and maximum availability
  • Full insights into each customer’s journey to make better business decisions
  • Connect the dots between customer experience, application performance and business outcomes
  • Full technology stack monitoring with deep operational insights into the user’s application environment
  • Big data monitoring and data visualization
  • Mobile application monitoring
  • Cloud, server and mainframe monitoring
  • Load testing, virtualization and network monitoring
  • Customer behavior analytics.

Constellation evaluates over 25 solutions categorized in this market. This Constellation ShortList is determined by client inquiries, partner conversations, customer references, vendor selection projects, market share and internal research. These are the best-of-breed vendors that provide applications and services without bundling into another platform:

  • APM+
  • AppDynamics
  • Dynatrace
  • NeoSense
  • Oracle
  • SAP
  • SOASTA.

For more information, please see the Constellation Research website.

@DrNatalie Petouhoff, VP and Principal Analyst, Constellation Research, Covering Customer Facing Applications

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Constellation ShortList™ for Customer Experience (CX): IOT Platforms

Customer Experience (CX): IOT Platforms are the platforms that make IoT come to life. The Constellation ShortList presents vendors in different categories of the market relevant to early adopters. In addition, products included in this document meet the threshold criteria for this category as determined by Constellation Research. This Constellation ShortList of vendors for a market category is compiled through conversations with early adopter clients, independent analysis, and briefings with vendors and partners.

Developing products for the Internet of Things (IoT) is a complex endeavor. Because most organizations lack the resources and skills for custom app development, successful projects require development on an IoT platform or solution. IoT data solutions offer a place to start by combining many of the tools needed to manage a deployment from device management to data prediction and insights, all into one offering. For customer experience offerings, Constellation has identified a range of platform providers, including pure-play third-party platforms, hardware vendors, connectivity providers and system integrators. Having an end-to-end ecosystem strategy means a company doesn’t have to develop their own modules, network stack or cloud on-boarding.

Constellation considers the following criteria to be considered an IoT Platform for CX. One of the key characteristics is to be able to connect data from every device, sensor, website, etc. and is built on a scalable event processing engine designed to ingest and analyze billions of connected events:

  • End-to-end ecosystem strategy
  • Reliably scale to billions of devices and trillions of messages
  • Manages up to 500,000 assets and 100,000 device messages per second
  • Cloud infrastructure as a white-label subscription service
  • Web-scale processing, analytics and machine intelligence
  • Ultra-low latency
  • Augmented reality integration
  • Messaging broker supports connections using native MQTT and WebSockets MQTT.

Constellation evaluates over 25 solutions categorized in this market. This Constellation ShortList is determined by client inquiries, partner conversations, customer references, vendor selection projects, market share and internal research. The list includes:

  • AWS IoT
  • GE Predix
  • Google Cloud Platform IoT
  • Microsoft Azure IoT Suite
  • ThingWorx
  • Salesforce IoT Cloud
  • Lively.

For more information, please see the Constellation Research website.

@DrNatalie Petouhoff, VP and Principal Analyst, Constellation Research, Covering Customer-facing Applications

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The Business Phone System Reinvented: The Next-Generation Cloud Communications and Collaboration Tool

The only way to build a truly innovative and collaborative culture is to give everyone a voice. In working with Dialed, I just completed some ROI research to understand how quickly, easy and affordable it is today to plug every employee into your business with a very innovative phone system. They way it works is that Dialpad turns all of your devices into your business phone, letting you make high-definition calls over Wi-Fi or your carrier network from anywhere. And businesses can let their  remote workers and global offices feel like a part of HQ with peer-to-peer HD video. This is especially great for field service, where video often can solve the problem like no other solution because you can SEE the issue. In these new systems, modern business communications integrate seamlessly with the productivity apps that employees use every day, making it easier than ever for them to collaborate with docs, emails, and calendar invites.

With this system, a brand can move a phone call from their WiFi to their carrier or from a desktop to a mobile device very easily, so in essence it is very easy to switch calls from device to device (phone, tablet, desktop…) It is also easy to transfer calls between colleagues or departments simply by looking up a name in the directory.

In the ROI research we interviewed two companies, Vivant Solar and a large communication services provider to see how they transformed their on-premises telephony systems to a purely cloud-based communications solution using Dialpad. The change, depending on the situation, resulted in six- to seven- figure cost savings. Both companies previously had legacy, on-premises PBX (Private Branch Exchange) technology, which is a private telephone network used within a company.

Dialpad provides a secure, enterprise communications cloud solution that incorporates traditional PBX features into a modern cloud-based, business communications VoIP system. The solution integrates with Google Apps for Work and with Office 365, with a user interface built to satisfy the needs of a modern workplace but without the typical costs of traditional enterprise, on-premise telephony systems.

The platform offers messaging, voice, video, conference calling in the cloud, attributed call transfer, auto-attendant, IVR, business SMS, MMS, and group messaging, call recording, live-call device switching, international outbound calling, local telephone numbers, multi-device functionality, toll-free numbers, visual voicemail, contact profiles, a company directory and fax support as well as core social profile applications, such as LinkedIn and Twitter for context about the caller. In case you are wondering, has anyone else discovered this service, Dialpad’s customers include 60 percent of the Fortune 500, high-growth enterprises, and forward thinking organizations and start-ups. The service is built on the WebRTC framework and runs on a redundant global network of nine data centers on four continents.

CUSTOMER ROI CASE STUDY: VIVINT SOLAR 

In the evaluation of various technology infrastructure systems, Mike Hincks, Director, IT Infrastructure at Vivint Solar, found that traditional IT voice systems come with hundreds of thousands of dollars of yearly infrastructure and hosting costs, all designed around employees using desk phones. The catalyst for change was to use a system not tied to a desk phone. One of the many interesting features was that Dialpad had no upfront capital expenditures or maintenance costs, which made it easier to get the technology approved by senior leaders at Vivint Solar.

In addition, Hincks looked at the money the sister company was spending on long-distance contracts. With Dialpad, there were no long-distance carrier costs. Hincks also looked at the cost of the team he would need to hire in order to maintain an on premise, hosted solution. The sister company had had a five-person team to manage voice applications. In addition, Hincks would have needed to schedule the IT team’s time to provision a new phone for each employee, with at least one hour of training per employee and some additional time from the IT team for troubleshooting. Dialpad required less than one full-time equivalent employee.

Another one of the biggest conveniences was that Dialpad integrated with Google for Work without any authentication process. “I found the Millennial workforce wants technology to work right away. They don’t want to set up an application, have to go through training or troubleshoot it. They want to click on an app and see it work immediately,” said Hincks.

The positive feedback about Dialed from Vivint Solar’s more than 4,000 mobile workers includes:

  • Improving the ease of signing up and using the communications technology
  • Increasing agility to work anytime and anywhere on any device with technology that doesn’t get in the way of productivity
  • Increasing productivity by being able to use a simple user interface
  • Boosting the ability to make bigger sales at a faster rate.

The ROI: Costs were reduced by several hundred thousand dollars, year over year. Savings came from:

  • No upfront capital expenditure and maintenance costs
  • No long-distance carrier costs
  • No need to hire a team to manage the cloud based communications
  • No need to train employees or engage the training department
  • High user adoption rate because of the simple user interface
  • Improved ability to attract talent by reducing recruiting costs and increasing retention of top talent

A GLOBAL COMMUNICATION SOLUTIONS AND SERVICES COMPANY

In the second company, the Director of Digital Workplace Technologies set up a proof of concept (POC) with Dialpad. He found that the best way to meet the needs of workers in the modern enterprise was using cloud technology. He wanted to re-conceptualize how communications services could be presented to users and to eliminate deterrents to productivity, especially for the geographically distributed workforce that used telephony systems. The Director of Digital Workplace Technologies said, “It was important to look at an IT project as an organizational change management project. We learned this lesson when we moved our users to Google Apps for Work. Technology changes that affect how productive workers are should be seen as organizational change projects. If you can’t find something you are looking for, it makes you less productive and frustrated. So we always overlay organization change management with our IT rollouts.”

DON’T FORGET ORGANIZATION CHANGE MANAGEMENT

The company needed to have a new communications system that could be completely up and running in minutes, compared to months or even years required for deploying global on-premises systems. Applications built in the cloud reduce costs because they are more flexible, extensible, and easier to work with while making collaboration intuitive. And this company found organizational change management was a key element for a successful implementation of this new communications system.

The ROI

Using Dialpad, the company was able to retire several of its old telephony systems and realize millions of dollars in cost savings by reducing:

  • Maintenance agreements
  • Infrastructure
  • Service and support for the infrastructure
  • Phone lines from service providers.

Today, the company has deployed about 6,000 VoIP lines on Dialpad, which cover about 40 percent of its global employee base. It is looking to expand coverage every quarter. The company’s savings were several million dollars, year over year. Savings came from:

  • No upfront capital expenditure
  • No maintenance costs
  • Reduced reliance on IT helpdesk
  • No long-distance carrier costs.

GIVING EMPLOYEES MORE CHOICE, RESULTING IN HIGHER PRODUCTIVITY

After implementing Dialpad at just one large site, the global company reduced the site’s cost per minute of call time by double digits. In addition, the new system offered features that the old telephony systems could not. For instance, the PBX system had been tied to a particular device – the desk office phone. However, most people are now mobile, working from various devices and remote locations. Clearly, workers could not take their desk phones outside of their offices. When workers were away from their desks, they had to use cell phones or other alternatives – from multiple phone numbers – that created additional costs for the company.

Dialpad, however, allows employees use to Voice over Internet Protocol (VoIP) telephony. When the company moved to Dialpad, employees could use their computers to place calls, essentially replacing desk phones. They could also use the Dialpad application on their Android or iOS mobile devices. To the person receiving the call, it all comes from the same phone number, whether the VoIP call is made from a computer or from a mobile device.

Employees could also become more productive. With the ability to communicate from any place, using any device, while still being accessible from a single phone number, people could connect with each other more easily. As collaboration was made easier, the ability for teams to work more effectively with remote employees was also improved. In essence, the company had a new potential to increase the agility and adaptability of its workforce. Employees could be more productive, collaborative and feel more connected to each other using Dialpad.

MODERNIZING THE WORKPLACE 

The new technology enabled the company to modernize its workplace. The company realized that it needed to give employees – as well as new hires and interns – technology tools that are modern, intuitive and easy to use, unlike traditional enterprise tools. The company found employees could easily pick up how to use Dialpad because they were familiar with Google Apps for Work. While moving to Dialpad, the company was also able to shift a portion of its traditional help desk activity to a self-service and community-supported model. In the community, users can ask influencers an guides questions.

WHAT YOU SHOULD CONSIDER IN CHOOSING NEW TECHNOLOGY

Hardware costs and desk phones traditionally have driven the voice communications industry. While struggling for decades to bring down hardware costs, providers attempted to shift to a software model that yielded some feature and cost improvements. However, these changes have not significantly reduced costs, improved scalability, boosted agility or simplified use. In contrast, a revolutionary, exponential change occurs in the telephony industry from using a 100 percent cloud based system designed with the user in mind that is extremely easy to deploy and use while slashing operating costs, eliminating call charges, and offering rapid, unlimited and affordable scalability.

GIVING EMPLOYEES THE RIGHT TOOLS & TECHNOLOGY RESULTS IN BETTER CUSTOMER EXPERIENCES

At the end of the day, it’s really the employees that create the customer experience. And employees can’t do that unless they are given the right technology. It’s up to companies to evaluate the technology they are using and to provide them the latest technology that allows them to be their best. For information about this research study, you can find it here.

@DrNatalie Petouhoff, VP and Principal Analyst, Constellation Research

Creating Great Customer Experiences By Empowering Employees

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#OOW16 – #IOT Is Really Asking Your Business What Outcomes Are You Looking For?

Many companies approach the internet of things by starting with a device, make it connectable and then are in search of a business use case. This is a typical process that happens when there is a new area of technology area. If a company uses that as a strategy, it can be the long road to #IoT innovation. What businesses need to ask themselves are, “What business outcomes are they looking for and what innovations could be possible to shift their business model?”

We heard from the @OracleIOT group several business scenarios:

  • Break / Fix it – which drives a predictive prescriptive business process
  • Static Analytics – which drives the use of real-time, big-data analytics
  • Ownership – which drives as-a-service business models and
  • Central Service– which drives self-service as well as self-guided service.

new-business-modesl-for-iot

What they are finding is that there are various phases a business often goes through when deploying IOT. It can start with the devices or assets (trucks, phones, factories, etc…) which are then connected to a platform which are connected to a network. For a business to actually make use of IOT, the first phase, Phase 1 can be about Connecting Assets for situations like remote monitoring and asset tracking. Phase 2 is can be using Predictive Analytics which means designing predictive algorithms to transform decisions into proactive instead of reactive decisions and improving products and processes. Phase 3 can be about Service Excellence. This is where the customer or employee experience is affected. It is where IOT is being used to transform business processes by blending IOT into enterprise applications like ERP, SCM, Customer Support, CRM, HCM…

phases-of-development-of-business-maturity-use-of-iot

Some of Oracle’s IOT applications are in the areas of:

  • Asset monitoring for the utilization, availability and data from connected sensors
  • Production monitoring and prognostics of the equipment on the manufacturing factory floor
  • Fleet Management for business who have fleets of trucks, buses, delivery and maintenance vehicles
  • Connected worker for the tracking of employees, for instance in the mining, engineering construction industries.oracle-iot-application-to-business

Here are some examples of clients applying IOT to their businesses:

oracle-example-clients-using-iot

VINCI is building the next generation sensor-driven building automation to reduce the number of “truck rolls” which has a huge ROI. They are doing this with the integration or Oracle Service Cloud and SAP. Lochbridge is creating connected fleets where IOT and big data is being used for predictive maintenance in monitoring fleet / cargo to reduce the response time. GEMU is using real-time filtering and processing of valve events and proactive parts replacement with the integration of CRM, IOT and a service ticketing system. And SoftBank is using IOT to deliver mobility-as-a-service where they are monitoring vehicle location for billing and geo-fencing.

As the world of IOT expands and more and more companies start to see the value in connecting enterprise applications, with devices, and networks, we will see the transformation of workers, employees and customer experiences. When those experiences are transformed, the real value and ROI of the connected enterprise will come to life.

@DrNatalie Petouhoff, VP and Principal Analyst

Constellation Research, Covering Customer Facing Applications and IOT

 

 

 

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Where I am Speaking This Fall! Come Say Hello!

It’s a busy fall and I hope to see you all out there, whether in person or on a webinar. Here’s some of the places I will be:

1. Webinar: ROI of Social Customer Care Sept 6th @clarabridge http://bit.ly/2bvWzgJ #custserv #CX

(Here’s the report: http://www.drnatalienews.com/blog/roi-of-social-customer-service-how-to-calculate-it-and-create-a-strong-business-case )

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2. Think ROI of Social #custserv can’t be calculated? Think again! Webinar Sept 13th @clarabridge http://bit.ly/2bSN0vj

(Here’s the report: http://www.drnatalienews.com/blog/roi-of-social-customer-service-how-to-calculate-it-and-create-a-strong-business-case )

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3. Digital Transformation: the Digital Blindspot – don’t let it happen to your co #ITRATL Sept 14th @constellationr (Here’s the report: https://www.constellationr.com/research/digital-disruption-blind-spot-could-sink-your-iot-initiatives )

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4. Modern survival guide: Speaking on #custserv for Millennials #OOW16 Tues 11AM Sept 20th @constellationr

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5. Webinar: How #DPM is the new #CX Sept 28th @dynatrace http://bit.ly/2bDQq2X @constellationr

(If you’re not actively managing digital #CX you’re not doing it right. check out the report on how to make #CX the best in the biz http://buff.ly/2b2yjpW )

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6. Digital Performance Management #DPM #DXS16 November 14 – make your #customerexperience #CX really powerful http://bit.ly/2bCLNrE

(If you’re not actively managing digital #CX you’re not doing it right. check out the report on how to make #CX the best in the biz http://buff.ly/2b2yjpW )

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Dr. Natalie Petouhoff, VP and Principal Analyst

Covering Customer Experience and Customer Service, Digital Performance Management and Digital Transformation

 

 

 
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The Need for Customer Experience is Based on Science Not Myth

The need for customer experience to improve is not a myth. In fact, here’s why. Noted psychology researcher and writer Mihaly Csíkszentmihályi observed in 1998 that people who perform seamless, sequence-based activities on a regular basis are happier than people who don’t[i]. He coined the term “flow” to describe this behavior. With the advent of CoIT, we’ve actually imposed a new set of demands on our customer’s brains. But instead of offering a series of smoothly sequential flows, websites and mobile applications are characterized by lag, downtime, and restarts. And at the same time customer’s flow-oriented brains simply aren’t wired to deal with poor digital experience interactions. Science has shown the business need for great customer experiences is a fact, not a myth.

And it can be tempting to label customers picky and impatient. But there’s a wealth of research on what happens to customers at a neurological level when they are forced to deal with slow or interrupted processes.[i] Their impatience is an indelible part of their human circuitry. Brands must recognize that customers’ hardwiring of the brain’s and their neurological desire for flow and easy of use as part of the cost of doing business. Companies must come to terms with the economic imperative of the customer experience or drive customers to their competitors because of their poor focus on customer experiences.

Fast websites and mobile experience create happier users. Those happier users are more likely to follow “calls to action” to register, download, subscribe, request information, or purchase. Unhappy users, which could include those who experience a mere two-second slowdown in how a web page loads, make almost two percent fewer queries, three point seven-five percent click less often, and report being significantly less satisfied with their overall experience[i]. Worse, they tell their friends about their negative experience. With the word-of-mouth social networks provide, brands need to heed the seriousness of differentiating their brand’s customer experience or be left in the dust.

Response Times have been consistent for 45 years. Based on neuroscience, the facts about human perception and response times have been consistent for more than forty-five years[i]. In fact, these numbers are hard-wired in human brains. And they are consistent regardless of the type of device, application, or connection a customer is using. In fact, that’s key to where customer expectations come from thus important to capitalize on. And what’s critical is determining where a brand’ web / mobile sites compare to customer expectations as well as benchmarking against CoIT applications or competitors or even non-competitors who have a great customer experience.

Response Time Has Not changed Much. In Robert B. Miller’s 1968 paper, “Response Time in Man-Computer Conversational Transactions[ii]“, found people have always been most comfortable, most efficient and most productive with response times of less than two seconds. Since 2006, what has changed slightly is the average online shopper expects pages to load in four seconds or less. Today, forty-nine percent expect page load times of two seconds or less, and eighteen percent expect pages to load instantly[iii]. And while optimizing every aspect of a brand’s digital assets to meet an “instant” expectation is a laudable goal, organizations simply may not have initially budgeted the resources to achieve these goals. Digital experience maturity, however, provides teams the ability to identify the interaction points in the digital customer journey most sensitive to improvement so they can maximize return on performance investment and include this in the budget and resource planning activities. Here’s the results of the Walmart study on page load times and conversion rates:

Screen Shot 2016-05-26 at 10.11.29 AM

Businesses can keep arguing that customer experience doesn’t matter, it’s a touchy-feely construct or get it directly affects the bottom-line and start by designing and measuring customer experience performance management. For more on this see my report, here.

@drnatalie petouhoff, VP and Principal Analyst

Covering Customer-Facing Applications

[i] http://www.webperformancetoday.com/2014/07/16/eight-tricks-improve-perceived-web-performance/

[ii]Robert B. Miller’s 1968 paper, “Response Time in Man-Computer Conversational Transactions, https://www.computer.org/csdl/proceedings/afips/1968/5072/00/50720267.pdf

[iii]http://insights.wired.com/profiles/blogs/47-of-consumers-expect-a-web-page-to-load-in-2-seconds-or-less#axzz498kHSokj

[i] http://www.webperformancetoday.com/2010/06/15/everything-you-wanted-to-know-about-web-performance/.

[i]Dual-task interference in simple tasks: Data and theory. Pashler, Harold Psychological Bulletin, Vol. 116(2), Sep 1994, 220-244. http://dx.doi.org/10.1037/0033-2909.116.2.220

[i] The Concept of Flow: Handbook of Positive Psychology, Nakamura, J. and Csikszentmihayi, M. 2002.

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