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

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Presentation on theme: "Cisco Global Technical Center Service Delivery Transformation Innovation Internally to Drive Customer Success."— Presentation transcript:

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

2 High tech networking support company ~3000 professionals - combination of employees and outsourced delivery partners ~1,000,000 service requests handled yearly TAC Support Capabilities: 180+ countries, 20 TAC facilities, 17+ languages 730+ CCIEs; 400 patents issued Cisco Technical Assistance Center (TAC) – Industry Leading Service Organization ~7000 products & features supported Two years ago we were at the top of our game – An industry leading customer service organization with a customer satisfaction of 4.65 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

3 We Changed Because External Drivers Were Forcing the Transformation to a New Customer Experience © 2011 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission 3 © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission Personalized service Maximizing Business Value Smart self-healing technology Close the knowledge consumption gap 3 What Cisco is Responding To 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 Customers’Needs Social WorkforceChanging Market Technologies Business Models Solutions Overview

4 Traditional Escalation Model © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission 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 Old Networked Learning Organization Impact on Customer Experience Transitioned in 2 Years New A New Customer Experience Requires Move From Escalation Model to Networked Learning Model 4 Overview 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 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 1 st 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

5 Five Initiatives to Deliver the Networked Learning Organization 3. Knowledge Creation and Re-Use Knowledge is systematically re-used to solve customer problems 5 Networked Learning Organization Networked Delivering an industry-leading customer experience Built by Engineers for Engineers 4. Integrated Workflow A single environment where engineers can do their job without using multiple tools 1. Intelligent Matching Connects people with the experts and knowledge to solve the problem 2. Collaborative Engagement Global network of people and content 5. Reputation & Gamification Drives quality content and recognizes engineers’ contributions © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission Initiative Description

6 © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission “…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….” Customer Testimonials Intelligent Matching: Key Innovations Customer and Engineer Synergy Consideration Real-Time Presence 30+ Dynamic Attributes Not Queue-Based: Individually Matched Direct Connection to Right Engineer Intelligent Matching Connects People Together with the Knowledge to Solve the Problem 6 Customer Survey Results “Find First Engineer Faster” moved from top concern to fifth Customer Satisfaction: 1.5% increase Case Transfers: 11% reduction Case Escalations: 42% reduction Match customer and problem to the right resource based on key criteria Initiative Description 1. Intelligent Matching

7 © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission “…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) Customer and Engineer Testimonials Collaboration: Key Innovations 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 Using the Collaborative Model to Leverage the Global Network of People and Content 7 Results 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 Initiative Description 2. Collaborative Engagement

8 © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission “… 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.” Engineer Testimonials Knowledge Creation and Re-Use: Key Innovations 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 8 Results 3000 support engineers use this tool to gain knowledge Out of 8000 discussions, 50% have been resolved, creating 1500 knowledge base articles Escalations down 42% “Best New Community” award from Lithium Knowledge is Systematically Captured and Re-used within the Workflow to Solve Customer Problems Collaboration Reputation & Gamification Knowledge Creation & Re-Use Initiative Description 3.Knowledge Creation & Re-Use 5. Reputation & Gamification

9 © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission “…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!” Engineer Testimonials 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 Customer handling rules and Policy, Process and Governance integrated within the work stream Engineers self-manage and monitor their behaviors and individual performance 9 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 Adoption of new capabilities is 75% and growing Simplified Workflow and Unified Platform Resulting in Higher Efficiency and Faster Resolution Initiative Description 4. Integrated Workflow

10 10 © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission The Results of the Solution *Does not include new support on replacement products Redefine the customer experience: Less movement of the customer from engineer to engineer Case Transfers-11% reduction, Case Escalations- 42% reduction Networked Learning Organization: Focused on skills growth and increasing knowledge sharing and re-use between engineers and customers 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 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* Customer Value Reset the bar on our competition: Significantly reduced time-to- resolution by 32%

11 11 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 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 © 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

12 OwnershipTimelinessConsistencyKnowledge 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 12 © 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

13 13 Customer Satisfaction on Resolution Time Average (1-5 scale) Resolution Time Days 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 Q4 FY Q1 FY Q2 FY Time To Final Resolution (TFR) improvement on Fully Adopted Teams An Increase of 1.5% from July FY11 to June FY12 An Improvement of 32% from Q4 FY11 to Q3 FY12 © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission Customer Value Customer Satisfaction Increase of 1.5% Resolution Time Decrease of 32% Cases Closed in Under 6 Days Improved 2% Adoption started in Q4 FY11Seasonal Variance Adoption started in Q4 FY Jul FY Aug FY Sep FY Oct FY Nov FY Dec FY Jan FY Feb FY Mar FY Apr FY May FY Jun FY Jun FY May FY Apr FY Mar FY Feb FY Jan FY Q3 FY12

14 14 © 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 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.” 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 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…” 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. 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. “

15 15 © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission Business Value Cisco Realizes Positive Business Value from the New Solution 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

16 16 © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission 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.” Business Value

17 17 © 2012 Cisco Systems, Inc. All rights reserved. This document is Cisco Public Information. Used by permission Why We Should Win! 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 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


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