Cisco - Award Submission

Report
Cisco Global Technical Center
Service Delivery Transformation
Innovation Internally to Drive
Customer Success
Overview
Cisco Technical Assistance Center (TAC) –
Industry Leading Service Organization
Two years ago we were at the top of our game –
An industry leading customer service organization with a customer satisfaction of 4.65
High tech networking support company
~3000 professionals - combination of employees and
outsourced delivery partners
730+ CCIEs; 400 patents issued
~1,000,000 service requests handled yearly
TAC Support Capabilities: 180+ countries,
20 TAC facilities, 17+ languages
~7000 products & features supported
Timely,
accurate
issue
resolution
from highly
qualified
experts
with a rich
history of
innovation
Why change?
2
© 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission
Overview
We Changed Because External Drivers
Were Forcing the Transformation
to a New Customer Experience
Customers’Needs
Social Workforce
What Cisco is
Responding To
Changing Market
Technologies
Business
Models
Personalized
service
Maximizing
Business Value
Smart self-healing
technology
Close the
knowledge
consumption gap
Take advantage of the workforce
evolution to harness the social
networking model
The next generation workforce expects
to interact in a social way
Movement towards global collaboration
influenced by social media
Customers and workforce expect
“anywhere, anytime, and any device”
service
Solutions
Customers are
purchasing solutions not
technology
Solutions are common
and increasingly
complex
New business models
emerging
Complexity Avalanche
3
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2011 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission
Overview
A New Customer Experience Requires Move From
Escalation Model to Networked Learning Model
Old
Transitioned in 2 Years
Traditional Escalation Model
New
Networked Learning Organization
• Tiered Support (Hierarchical Org)
• Dynamically allocated network of engineers
• Escalations and Transfers
• Global collaborative network of people and content to solve
complex solutions
• Inconsistent processes and Multiple disconnected tools
• Ad Hoc, one-time use of collaboration(email)
• Silos of content and people
• Little incentive to create and share content
• Just in time learning through knowledge sharing & content reuse
• First Engineer, Right Engineer through intelligent matching and
collaboration
• Robust gamification and reputation model
Impact on Customer Experience
• Siloed product support led customer to bounce around to
multiple engineers
• Cisco takes ownership to solve the issues instead of bouncing the
customer between engineers: “Play Catch, not Ping Pong”
• Escalation model does not allow for the natural transfer of
skills and knowledge
• Intelligent Matching connects people together with the knowledge
to solve the problem
• Cherry picking queue based support led to inconsistent
expertise level with the 1st engineer
• Knowledge sharing & content reduce the problem resolution time
(via Tech Zone – a place for experts to collaborate with Experts)
• Collaboration was limited to local network, ad-hoc, not
captured and unmeasured among ”friends & family”
• Collaborative model allows a diverse set of skills to swarm around
complex issues
• Knowledge not captured in the workflow and usually lost
• Move from transaction based interactions service to a holistic
Service Experience
4
© 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission
Initiative Description
Five Initiatives to Deliver
the Networked Learning Organization
Built by Engineers for Engineers
Networked
Learning Organization
1. Intelligent
Matching
Connects people with
the experts and
knowledge to solve the
problem
5. Reputation
& Gamification
Drives quality
content and
recognizes engineers’
contributions
4. Integrated Workflow
2. Collaborative
Engagement
A single environment where
engineers can do their job
without using multiple tools
Global network
of people and content
3. Knowledge Creation and Re-Use
Knowledge is systematically re-used
to solve customer problems
Delivering an industry-leading customer experience
5
© 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission
Initiative Description
1. Intelligent Matching
Intelligent Matching Connects People Together
with the Knowledge to Solve the Problem
Intelligent Matching: Key Innovations
Customer Survey Results
Customer and Engineer Synergy Consideration
Real-Time Presence
30+ Dynamic Attributes
“Find First Engineer Faster” moved from top
concern to fifth
Not Queue-Based: Individually Matched Direct
Connection to Right Engineer
Case Transfers: 11% reduction
Customer Testimonials
“…I was never a big fan of TAC but
this last year I have seen a good
change…whatever Cisco is
doing in this area is
working…keep doing it.”
Customer Satisfaction: 1.5% increase
Case Escalations: 42% reduction
Match
customer
and problem
to the right
resource
based on key
criteria
“…I have called only twice this year
and both engineers were very
knowledgeable and resolved
issues faster than I have seen….”
6
© 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission
Initiative Description
2. Collaborative Engagement
Using the Collaborative Model to Leverage the
Global Network of People and Content
Collaboration: Key Innovations
Results
Collaboration is infused into the integrated workflow
Customer transfers down 11%
One expert owns the issue for the entire collaborative
experience
Escalations down 42%
Brings the power of the Global Technical Center to
every interaction
Process for collaboration rated at 4.6 out of 5
Time to Final Resolution reduced up to 32%
Efficient resolution of complex, multi-technology
solutions
Allows a diverse set of skills to swarm around complex
customer issue
Customer and Engineer Testimonials
“…I opened a case with TAC…thought it was a Cisco Unity Issue…CSE brought in
experts from the firewall security, voice gateway and call manager teams….all
worked together 4-6 hours to resolve the issue… the person anchoring the call
made all the difference.” (Customer Comment)
“…it wouldn't have been possible without the collaboration resources we now have
at our disposal. Thanks to everyone who has made this ‘solutions’ process possible.”
(Engineer comment same case)
7
© 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission
Initiative Description
3.Knowledge Creation & Re-Use
Knowledge is Systematically Captured
and Re-used within the Workflow
to Solve Customer Problems
5. Reputation & Gamification
Knowledge Creation and Re-Use: Key Innovations
Results
Tech Zone, a collaborative network of content creation and re-use
enhanced by gamification & reputation model, built on Lithium platform
3000 support engineers use this
tool to gain knowledge
Gamification/Reputation Model drives quality content and recognizes
engineer contribution by showcasing badging and leaderboards
Out of 8000 discussions, 50%
have been resolved, creating
1500 knowledge base articles
Collective wisdom from relevant community discussions assimilated
into knowledge
Escalations down 42%
“Best New Community” award
from Lithium
Content is dynamically updated within the integrated problem resolution
workflow
Engineer Testimonials
“… allows you to take content, whether it be a question or an answer provided within
the community; to index it into searchable content for access to anyone in the
world and gives me the opportunity to make a difference for a customer globally.”
“The ability to quickly get help from experts and the ease with which knowledge can
be captured and re-used by others makes it the perfect tool for us.”
Collaboration
Reputation
& Gamification
Knowledge
Creation
& Re-Use
8
© 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission
Initiative Description
4. Integrated Workflow
Simplified Workflow and Unified Platform
Resulting in Higher Efficiency
and Faster Resolution
Integrated Workflow: Key Innovations
Single integrated tool: (My Work Zone) for Case, Problem,
Knowledge Content and Re-Use, Profile, Reputation and
Management
My Work Zone: Personalized portal based on defined job role
Results
Tools reduced from 10 to 1
Engineer satisfaction remained high
at 3.7 out of 5 after process and
tool change
32% faster resolution
Customer handling rules and Policy, Process and Governance
integrated within the work stream
Adoption of new capabilities is 75%
and growing
Engineers self-manage and monitor their behaviors and individual
performance
Engineer Testimonials
“…faster access and all in one page… “
“…much easier to use - fewer clicks to get my job
done…”
“…all the work can be done from one page, makes it
really effective!”
9
© 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission
Customer Value
The Results of the Solution
Redefine the customer experience:
Less movement of the customer from engineer
to engineer Case Transfers-11% reduction,
Case Escalations- 42% reduction
Increased agility in delivering
new business models:
Reactive, proactive, preemptive complex
architectures and solution support
Reputation and
Gamification:
Enables experts
to be recognized
across all parts of
the organization
based on
expertise not
traditional rolebased structure
Networked Learning
Organization:
Focused on skills
growth and increasing
knowledge sharing
and re-use between
engineers and
customers
Transform the culture:
People armed with the right
tools, data and experts to
deliver on customer and
partner expectations
Defending and growing
our support revenues:
Margins and market share with
67.3% contract renewal rate*
Reset the bar on
our competition:
Significantly
reduced time-toresolution by 32%
*Does not include new support on replacement products
10
© 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission
Initiative Description
How Cisco Incorporated
the Solution into Operations
How did we integrate
customer success culture
into daily ops?
Developed processes focused on creating customer success
Tied performance reviews and rewards into adoption based on new processes and tools
Developed processes and tool set that makes it easy for engineers to focus on customer success
Criteria used to measure
success for our
customers
Customer satisfaction and loyalty (4.67 - Goal of 4.55)
Time to resolution (9.01 days – Goal of 9.89)
Ability to measure ease of doing business (4.15 over 97,000+ surveys)
Metrics on engineer adoption (75%+ adopted - Goal of 100%)
Operations put in to
measure c-sat for our
service offerings
Operational reviews at all levels (VP, Director, Manager, etc.)
TAC Advisory Boards and direct customer meetings
Transactional survey reviews
Processes to enable
knowledge sharing
with customers
Capturing and validate knowledge in the workflow and sharing with customers
Soft skills training or
other to enable the
culture
Soft skills specific training class available to engineers
Engineer incentives to
drive customer success
Financial rewards (salary, bonus)
Collaboration with customers and multiple engineers in real-time to solve the issue
Change leadership training, deep dive classes, tool/process training
White papers, internal web-based discussion forums
Reputation model drives adoption of customer success culture
11
© 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission
Customer Value
A Positive Change
in the Customer Experience
Ownership
• Single Cisco owner
• Skill match – Right
engineer the first
time
• Cisco owns
engagement / issue
resolution
• Right resources
brought to the
customer
Timeliness
Consistency
• Decreased
resolution time
by 32%
• Global
Borderless TAC
– consistent
engagement
experience
• Multi-channel
engagement
• Confidence that
their problem will
be effectively
addressed
• Confidence in
TAC, consistent
processes
regardless of
site, region,
theater
• Solution-focused
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© 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission
Knowledge
• Increased
knowledge of
Cisco solutions
through
collaboration with
experts
• Improved selfsufficiency by
exposure to and
use of quality
content
Customer Value
Customer Satisfaction Increase of 1.5%
Resolution Time Decrease of 32%
Cases Closed in Under 6 Days Improved 2%
5.00
4.65
4.60
4.50
4.00
Adoption started in Q4 FY11
Customer Satisfaction on Resolution Time
Average (1-5 scale)
4.65
4.63
4.63
4.62
4.60
4.66
4.60
4.58
4.54
4.58
4.62
4.61
4.65
4.63
4.66
4.61
4.64
4.67
Jan
FY11
Feb
FY11
Mar
FY11
Apr
FY11
May
FY11
Jun
FY11
Jul
FY11
Aug
FY12
Sep
FY12
Oct
FY12
Nov
FY12
Dec
FY12
Jan
FY12
Feb
FY12
Mar
FY12
Apr
FY12
May
FY12
Jun
FY12
An Increase of 1.5% from July FY11 to June FY12
Resolution Time
Adoption started in Q4 FY11
Seasonal Variance
Days
14
12
10
8
6
13.27 Q4 FY11
11.2 Q1 FY12
7.3 Q2 FY12
9.01 Q3 FY12
An Improvement of 32% from Q4 FY11 to Q3 FY12
Time To Final Resolution (TFR) improvement on Fully Adopted Teams
•
Base is 12 month average prior to reporting period (Oct
2010 thru Sep 2011) * Time to Final Resolution data
excludes “Defects”, cases waiting for product fix
•
FY12: 800,000+ service requests
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© 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission
Customer Value
Customer Feedback Proves
the Experience Has Improved
Customer letter:
Customer Transactional
Survey/CSE feedback:
“It turned out to be about a 7 hour case
from start to finish, however it wouldn't
have been possible without the
collaboration resources we now have at
our disposal. It collectively took all 4 of
us to come to a solution and determine
where the issue was. Thanks to you
and everyone who has made this
“solutions” process possible.
“Thank you both for your partnership and
commitment to our success… looks like
you were on this pretty late into the night.
This is TAC support and cross
technology collaboration at its best. “
Sev 1 SR: Unity 7 One way audio
from 1 site over VPN tunnel:
“Brad
Magnani was extremely helpful
in figuring out the solution. He
managed to team up the call manager
team, firewall team and gateway team
to bring a solution for the issue…”
Cisco Account Team Feedback:
Sev 3 SR: Call transfer between CUCM
and Call Center are failing:
“Tarun Poonacha easily brought in a
CUCM expert when he saw that the
problem was not ICM or CVP. Normally,
some engineers will tell you to open a
ticket for CUCM or they will reassign but
Tarun Poonacha stayed with us and
collaborated with the CUCM expert to fix
the problem.”
14
© 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission
Hey Nate,
Thanks a lot for jumping on it again and
helping out!. Really appreciate your
collaborative attitude, and eagerness to do
the right thing for the customer (without even
taking credit for your efforts)!!
A VPN engineer and a Voice engineer were
able to sync up and provide a collaborative
approach to solving problems!
Baktha
Business Value
Cisco Realizes Positive Business Value
from the New Solution
Operational
Efficiency
• Timely and
accurate matching
of engineer to
customer needs
• Optimized
Resource
Management and
work distribution
• Reporting “Cradle
to Grave”
(engineer level,
talk time,
Redirection On No
Answer, etc.)
Productivity
• Decreased
resolution time
by 32%
• Engineers can
collaborate more
easily and
quickly
• Engineers get
the help they
need faster
(leverage the
power of Cisco)
Improved CSE Skills
• Engineers confident that
their skills, knowledge,
proficiency and
expertise match the
work they receive
• Push relevant known
knowledge to engineers
• Grow skills faster (less
time to reach “expert”
status)
Business/ Economic
Impact
• $7 M savings
• Increasing
already high
customer
loyalty by 1.5%
• Maintaining/
improving
renewal rates at
67.3%*
• Provide help when
engineers need it
*Does not include new support on replacement products
15
© 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission
Business Value
Engineer Feedback Proves Success
Brad Magnani
Owner
Todd Pula
Key Contributor
02/07/2012 Completed. 5
02/02/2012 Complete. 5
“The customer loved the
collaboration experience.”
“This SR was an example of our new tools
working in the cu best interest. Kudos to
Raymond for following the new process and
pulling in the appropriate resources …”
Manash Bhattacharjee
Owner
02/01/2012 Completed. 5
“Great tool. Andrew joined in and
issue got resolved immediately”
Shreyans Jain
Owner
01/31/2012 Completed. 5
“This was an awesome
collaboration. Javier was
really helpful in assisting me
during the troubleshooting
session and he was really
patient while handling the
customer...”
Tahani Khajil Owner
01/31/2012 Completed. 5
“Having Marcin as an Expert here is really a blessing,
doing labs with him made me learn new things not just
fix a one-time problem.”
16
© 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission
Why We Should Win!
What Drove Us
• Complacency with our
existing success was not
an option
• Sensing customer and
market shifts, we wanted
to innovate driving the shift
versus reacting
• Observing changes in
workforce enabled us to
harness social and
gamified qualities
• Increasing complex
solutions causing a
technology avalanche that
could be met with a
collaborative network of
engineers with diverse
skillsets
What We Did
• Created 5 key initiatives
• Intelligent Matching: Connects
people together with the knowledge
to solve the problem
• Collaborative Engagement Model:
Enables a diverse set of skills to
swarm around complex issues
• Integrated Workflow: Single place
for all Engineers to work customer
issues across all capabilities
• Knowledge Creation and Re-use:
Content is dynamically updated
within the integrated problem
resolution workflow
• Reputation and Gamification:
drives quality content and
recognizes engineer contribution
through badging and leaderboards
What Were the Results?
• Reduced movement of the
customer from engineer to engineer
- Transfers decreased by 11%
- Escalations decreased by 42%
- Time to Final Resolution
reduced up to 32%
- Resulting savings $7million
- Engineers successfully sharing
content and knowledge through
collaboration
- Process for collaboration rated
at 4.6 out of 5
- Collaborations: 1700+ per month
- Adoption of new capabilities is
75% in less than 1 year
Innovated and delivered a transformed customer experience to meet customer needs in evolving and highly
complex business and technology environments
17
© 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission

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