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Cisco Global Technical Center Service Delivery Transformation

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Presentation on theme: "Cisco Global Technical Center Service Delivery Transformation"— Presentation transcript:

1 Cisco Global Technical Center Service Delivery Transformation
Innovation Internally to Drive Customer Success

2 Two years ago we were at the top of our game –
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 Timely, accurate issue resolution from highly qualified experts with a rich history of innovation ~1,000,000 service requests handled yearly TAC Support Capabilities: 180+ countries, 20 TAC facilities, 17+ languages ~7000 products & features supported Why change? 2 © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission

3 What Cisco is Responding To
Overview We Changed Because External Drivers Were Forcing the Transformation to a New Customer Experience Customers’Needs Social Workforce Changing Market What Cisco is Responding To Technologies Business Models Solutions 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 Customers are purchasing solutions not technology Solutions are common and increasingly complex New business models emerging Complexity Avalanche 3 © 2011 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission

4 Overview A New Customer Experience Requires Move From Escalation Model to Networked Learning Model Old New Transitioned in 2 Years Traditional Escalation Model Networked Learning Organization Tiered Support (Hierarchical Org) Escalations and Transfers Inconsistent processes and Multiple disconnected tools Ad Hoc, one-time use of collaboration( ) Silos of content and people Little incentive to create and share content Dynamically allocated network of engineers Global collaborative network of people and content to solve complex solutions 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 Escalation model does not allow for the natural transfer of skills and knowledge Cherry picking queue based support led to inconsistent expertise level with the 1st engineer Collaboration was limited to local network, ad-hoc, not captured and unmeasured among ”friends & family” Knowledge not captured in the workflow and usually lost Cisco takes ownership to solve the issues instead of bouncing the customer between engineers: “Play Catch, not Ping Pong” Intelligent Matching connects people together with the knowledge to solve the problem Knowledge sharing & content reduce the problem resolution time (via Tech Zone – a place for experts to collaborate with Experts) Collaborative model allows a diverse set of skills to swarm around complex issues 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

5 Five Initiatives to Deliver the Networked Learning Organization
Initiative Description Five Initiatives to Deliver the Networked Learning Organization Built by Engineers for Engineers 1. Intelligent Matching Connects people with the experts and knowledge to solve the problem Networked Learning Organization 5. Reputation & Gamification Drives quality content and recognizes engineers’ contributions 2. Collaborative Engagement Global network of people and content 4. Integrated Workflow A single environment where engineers can do their job without using multiple tools 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

6 Intelligent Matching Connects People Together
Initiative Description Intelligent Matching Connects People Together with the Knowledge to Solve the Problem 1. Intelligent Matching 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 Customer Satisfaction: 1.5% increase Case Transfers: 11% reduction Case Escalations: 42% reduction Not Queue-Based: Individually Matched Direct Connection to Right Engineer Customer Testimonials Match customer and problem to the right resource based on key criteria “…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.” “…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

7 Collaboration: Key Innovations Customer and Engineer Testimonials
Initiative Description Using the Collaborative Model to Leverage the Global Network of People and Content 2. Collaborative Engagement Collaboration: Key Innovations Results Collaboration is infused into the integrated workflow One expert owns the issue for the entire collaborative experience Brings the power of the Global Technical Center to every interaction Efficient resolution of complex, multi-technology solutions Allows a diverse set of skills to swarm around complex customer issue Customer transfers down 11% Escalations down 42% Time to Final Resolution reduced up to 32% Process for collaboration rated at 4.6 out of 5 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

8 Knowledge Creation and Re-Use: Key Innovations Engineer Testimonials
Initiative Description Knowledge is Systematically Captured and Re-used within the Workflow to Solve Customer Problems 3.Knowledge Creation & Re-Use 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 Gamification/Reputation Model drives quality content and recognizes engineer contribution by showcasing badging and leaderboards Collective wisdom from relevant community discussions assimilated into knowledge Content is dynamically updated within the integrated problem resolution workflow 3000 support engineers use this tool to gain knowledge Out of 8000 discussions, 50% have been resolved, creating knowledge base articles Escalations down 42% “Best New Community” award from Lithium Collaboration Reputation & Gamification Knowledge Creation & Re-Use 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.” 8 © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission

9 Integrated Workflow: Key Innovations Engineer Testimonials
Initiative Description Simplified Workflow and Unified Platform Resulting in Higher Efficiency and Faster Resolution 4. Integrated Workflow Integrated Workflow: Key Innovations Results 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 Customer handling rules and Policy, Process and Governance integrated within the work stream Engineers self-manage and monitor their behaviors and individual performance Tools reduced from 10 to 1 Engineer satisfaction remained high at 3.7 out of 5 after process and tool change 32% faster resolution Adoption of new capabilities is 75% and growing 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

10 The Results of the Solution
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 role-based 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 Reset the bar on our competition: Significantly reduced time-to-resolution by 32% Defending and growing our support revenues: Margins and market share with 67.3% contract renewal rate* *Does not include new support on replacement products © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission

11 How Cisco Incorporated the Solution into Operations
Initiative Description How Cisco Incorporated the Solution into Operations 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 How did we integrate customer success culture into daily ops? Criteria used to measure success for our customers Operations put in to measure c-sat for our service offerings Processes to enable knowledge sharing with customers Soft skills training or other to enable the culture Engineer incentives to drive customer success Customer satisfaction and loyalty ( 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%) Operational reviews at all levels (VP, Director, Manager, etc.) TAC Advisory Boards and direct customer meetings Transactional survey reviews Capturing and validate knowledge in the workflow and sharing with customers Collaboration with customers and multiple engineers in real-time to solve the issue Soft skills specific training class available to engineers Change leadership training, deep dive classes, tool/process training White papers, internal web-based discussion forums Financial rewards (salary, bonus) Reputation model drives adoption of customer success culture © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission

12 Ownership Timeliness Consistency Knowledge
Customer Value A Positive Change in the Customer Experience Ownership Timeliness Consistency Knowledge Single Cisco owner Skill match – Right engineer the first time Cisco owns engagement / issue resolution Right resources brought to the customer Solution-focused Decreased resolution time by 32% Multi-channel engagement Confidence that their problem will be effectively addressed Global Borderless TAC – consistent engagement experience Confidence in TAC, consistent processes regardless of site, region, theater Increased knowledge of Cisco solutions through collaboration with experts Improved self- sufficiency by exposure to and use of quality content © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission

13 Customer Satisfaction Increase of 1.5% Resolution Time Decrease of 32%
Customer Value Customer Satisfaction Increase of 1.5% Resolution Time Decrease of 32% Cases Closed in Under 6 Days Improved 2% Customer Satisfaction on Resolution Time Average (1-5 scale) Adoption started in Q4 FY11 5.00 4.65 4.60 4.50 4.00 4.65 Jan FY11 4.63 Feb FY11 4.63 Mar FY11 4.62 Apr FY11 4.60 May FY11 4.66 Jun FY11 4.60 Jul FY11 4.58 Aug FY12 4.54 Sep FY12 4.58 Oct FY12 4.62 Nov FY12 4.61 Dec FY12 4.65 Jan FY12 4.63 Feb FY12 4.66 Mar FY12 4.61 Apr FY12 4.64 May FY12 4.67 Jun FY12 An Increase of 1.5% from July FY11 to June FY12 Resolution Time Days Adoption started in Q4 FY11 Seasonal Variance 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 © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission

14 Customer Feedback Proves the Experience Has Improved
Customer Value Customer Feedback Proves the Experience Has Improved Customer letter: “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. “ 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. 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: 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 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.” © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission

15 Operational Efficiency Business/ Economic Impact
Business Value Cisco Realizes Positive Business Value from the New Solution Operational Efficiency Productivity Improved CSE Skills Business/ Economic Impact 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.) Decreased resolution time by 32% Engineers can collaborate more easily and quickly Engineers get the help they need faster (leverage the power of Cisco) 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) Provide help when engineers need it $7 M savings Increasing already high customer loyalty by 1.5% Maintaining/ improving renewal rates at 67.3%* *Does not include new support on replacement products © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission

16 Engineer Feedback Proves Success
Business Value Engineer Feedback Proves Success 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...” Brad Magnani Owner 02/02/2012 Complete. 5 “The customer loved the collaboration experience.” Todd Pula Key Contributor 02/07/2012 Completed. 5 “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” 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.” © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission

17 Why We Should Win! What Drove Us What We Did What Were the Results?
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 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 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: per month Adoption of new capabilities is % in less than 1 year What Drove Us What We Did What Were the Results? Innovated and delivered a transformed customer experience to meet customer needs in evolving and highly complex business and technology environments © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission


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