Developing service processes and outcomes with people. Merja Ranta-aho, Elisa Oyj.

Transcription

1 Developing service processes and outcomes with people Merja Ranta-aho, Elisa Oyj.

2 Elisa - A Forerunner of Digitalisation 2 LUOTTAMUKSELLINEN

3 Mission: Bringing experiences and productivity into everyday life Vision: Recognised international provider of digital services and brand of excellence Elisa s core values are Customer orientation, Responsibility, Renewal, Results and Collaboration.

4 Elisa s strategy Build value on data Accelerate new service businesses Improve performance through customer intimacy and operational excellence 4 LUOTTAMUKSELLINEN

5 PB Million Customer Value to customers with productivity Elisa s mobile network third in Europe in the amount of total data transmitted Source: tefficient Relative price of two main services (mobile voice and broadband) in the European market major telco operator in each country Greece Malta Spain Hungary Romania Ireland Belgium Portugal Slovakia Poland Croatia Germany EU average Bulgaria Cyprus Netherlands Italy France Sweden Slovenia Austria Luxemburg Czech Republic Lithuania Denmark UK Latvia Estonia Finland

6 Successes in Performance Improvements Customer contacts/ User base 6.6% Opening rate and click through rate of customer communication s 5.5% 4.9% OR CTR Mobile base station construction throughput time Incidents and resolution rate Incidents 24h Resolution rate SISÄINEN

7 Results: Value for the customer with data 1. Own innovations In building networks In developing mobile data capacity In automation 2. Investments driven by customer value 3. Culture of cost awareness Mobile data traffic in Elisa s network, milj.gb/vuosi Production cost index CAPEX-% 15% 10% 5% 0%

8 Results: Value to the customer with service quality Measuring customer experience directly with the customer Preventive incident management Automation Continuous improvement Quality improves while costs go down

9 Value to customers with new services Elisa Viihde IPTV-service Elisa Kirja ebook service Elisa Live service Video conferencing services Digital signage service Virtual Health Care Customer interaction service Remote measurement service Elisa Lompakko service Pilvilinna Cloud service Elisa Perhe service Virtual datacenter service Koneisto Reception registration Service Respa File share and syncronisation service Povari Cloud integration service Kytkin Elisa IoT Omaguru technical support service EpicTV Habbo Situational awareness service Elisa Aisti Security services Elisa Kilpi Interactive SMS service Elisa Dialogi Mobile switchboard service Elisa Ring

10 LUOTTAMUKSELLINEN What makes a service company?

11 Serving the customer through the whole journey requires Customer explores opportunities Customer makes purchase Customer starts usage Customer uses Customer pays bill The Science and the Art Contact forecast Resource plan Daily work service concepts Service level management Business needs and events Staffing and training Daily management Improvement 11 LUOTTAMUKSELLINEN

12 "If you think about the way work has been defined in most companies, especially large companies, it's been around scalable efficiency. It's all about tightly specifying all the activities that need to be done, standardising all the activities so they're done exactly the same way, regardless of where they are in the company and tightly integrating all the activities to remove all those inefficient buffers. "What we've just defined is a computer algorithm." - John Hagel 12 LUOTTAMUKSELLINEN

13 Vision: We will Become a Brand of Excellence Value for the customer loyal promoters Everyone participates quality is everyone s job Continuous improvement we are never ready 13

14 14 Leading human resources in service business

15 Elisa personnel s inspiration and well-being has increased through long term work 4,50 4,25 4,00 3,75 3,50 3,25 3,00 2,75 2,50 Q4/2005 Q1/2017 The Empowerment Index has been a measure for motivation, learning and influencing opportunities since LUOTTAMUKSELLINEN 2017 henkilöstötutkimuksessa 78% vastauksista oli myönteisiä tai erittäin myönteisiä, ja vain 7% kielteisiä tai erittäin kielteisiä. Elisa was listed 3. in the Finnish Great Place to Work list of large companies in 2017.

16 Behind inspiration SENSE OF PURPOSE Customer focus Feedback and visibility of performance TRUST Freedom and responsibility Honest and open discussion ENABLING SUCCESS I know what success looks like Continual improvement Development through experimenting Learning from success and mistakes Coaching leadership

17 Employee path Gets interested and applies Starts work Gets results Develops Takes next step Attracting talent Developing competences Well-being Coaching leadership Talent Management HR processes and practices Culture and leadership

18 Detailed instructions Values Customer orientation Responsibility Renewal Results orientation Collaboration We stay one step ahead and surprise our customers We focus on the things that bring value for customers. We make things simple and high quality for customers. We are honest and open. We keep our promises and are disciplined. We develop our business over the long term for the benefit of our shareholders, customers, personnel, environment and society. We are enthusiastic about learning and continuous improvement. We learn from our mistakes and from our successes. We search for new ways of working and challenge our assumptions. We commit ourselves to common, ambitious goals Where there s a will, there s a way we act decisively and courageously. We choose our focus. We respect each other and value each other s work. We work for the common good Elisa's interests outweigh the interests of the unit or our individual interests. We inspire one another, put ourselves on the line and keep a twinkle in our eyes. 18

19 Values present in everyday routines and behaviour Recruitment Behaviour-based interview related to values Induction New induction material to present Elisa values based practices Leadership training Coaching values based behaviour Performance evaluation and rewarding Evaluating values based behaviour 19 LUOTTAMUKSELLINEN

20 Learning by developing work in the team with daily management Criteria for success Reacting to deviations Performance tracking Continuous improvement Coaching 20 LUOTTAMUKSELLINEN

21 Team success and direction for improvement is defined through customer centric core processes I need CUSTOMER I got what I needed ELISA Team s work How must the team succeed in their role so that the customer gets what s/he needs? 21 LUOTTAMUKSELLINEN

22 Customer contacts are a learning opportunity Taking care of customer s issue Ensuring satisfaction and resolution Contact analysis Root cause analysis Customer contact Removing actual problem Improvement proposal 22 LUOTTAMUKSELLINEN

23 Performance management Leadership Recognition and rewards Organising work and setting goals Working conditions Recruitment Problem management Individuality Trust Meaningful work Training and competences Success Health and ability Motivation and climate 23 LUOTTAMUKSELLINEN Feedback and support

24 Life control Physical condition and life habits Ergonomy and work conditions Happiness at work Fit for job, competen ces Absence due sickness Workload Access to health care 24 LUOTTAMUKSELLINEN Temporary adjustment of work Practices for issues handling Sickness leave policies

25 Thank you!