After nearly two decades in the contact centre industry, I now have the perfect role. My role combines all of the skills, knowledge and experience from every discipline that I have ever worked within, and I love it. I do have one major challenge though…not many people really know what change management is (including some change managers I have worked with).
In case you are one of these people, let me give you a ‘heads up’ to what it is not.
- Change management in not “fluffy”, as I so often hear. It is actually very hard and it is generally what makes or breaks (or certainly defines the degree of success) of a project.
- It is not about getting people to do things by giving them cheap plastic toys. “Lets get them some mouse mats or stress balls, everyone loves that when we introduce new things”, or “provide them with cup cakes, people will do anything for cakes”,
- Although an important part of change, training and communication is not all that it is – “we’ve got a change manager lined up to do the training and communication, so it’s all good
Ok, so what is it? Here are a few change related activities to get you thinking, if, for example, you are considering introducing voice biometrics.
- Who will be impacted by this change? Customers, agents, back office, support functions? To what degree and in what ways? What are the risks? How will these be mitigated?
- What should the operating model look like to manage the ‘failed’ verification calls, in order to ensure a good experience for the customer and minimize cognitive overload for the agent?
- How should this be piloted and how should the hypothesis be base-lined and measured, including staff and customer engagement with the solution?
- If the pilot team is ring-fenced, what are the routing rules?
- How should the information be presented on the desktop in order to simplify the current method of authenticating and reduce some of the complexities associated with the various states of biometric enrolment /verification?
- How should the biometric solution be articulated to customers and where in the conversation flow is it best introduced?
- What KRAs should the business build into the scorecard in order to drive up enrolments and thus deliver a greater ROI?
- How do we determine that the tool is being used and that we will deliver the ROI? What should be measured and included in the management reporting?
- How do we engage our people to be involved in the development of the solution? How do we then take their engagement to help to drive internal advocacy and broader engagement?
- How do we incorporate the learning from pilot to ensure it is implemented into the final solution?
- Anyone thinks this is fluffy? Oh, and you may notice I have not written anything about, cupcakes, stress balls training, or communication, yet.
- Stakeholder planning/management. Who needs to be involved? What is their involvement? What is their level of support for the project? If they are ‘negative’, why are they? Who influences them? What is their view on the project? What are the messages that we want to align to each stakeholder? Who should deliver those messages?
- How do we ensure that the change is owned and driven by the leadership team, as opposed to the project team?
- What should the communication messages be, more broadly? What channels should be used? How do we increase advocacy, understanding and support for the program?
- How do we measure our change effectiveness, in real time, in order to adapt our implementation approach
- What budget is required to deliver this level of change, ensuring sufficient for taking agents off the phone for comprehensive training
- Where will the close out party be? We need to reward and recognize the business owners who have driven this change and who will continue to own the solution long after the project team has ‘rolled off’.
Flare design has worked with several organizations, within the Asia Pacific region, on their voice biometric implementations. Based on our observation of our clients’ deployments, we can now pinpoint 2 crucial keys to success.
1) Creating a customer centric design, as opposed being constrained by internal business processes
2) Focusing heavily on the change management activity, rather than thinking a 20 minute ‘briefing’ is sufficient
Give us a call. We might just save you from a whole world of pain.