Customer Strategy & Planning 2016

Transcription

1 Breakthrough Performance Further, faster, together Customer Strategy & Planning 2016 Welcome to Stratford-upon-Avon 25 th and 26 th April 2016 #ForumConf Professional Forums Ltd 2015

2 Breakthrough Performance Further, faster, together How To: End-to-End Planning Considerations for back office planning #ForumConf Professional Forums Ltd 2015

3 How To: End-to End Planning -Phil Anderson- - Alison Conaghan - - Leigh McIlwaine- Senior Contact Centre Specialist Programme Leader Contact Centre Specialist Associate Trainer & Consultant Professional Forums Ltd 2015

4 We can t solve our problems with the same thinking that created them. Albert Einstein #ForumConf Professional Forums Ltd 2015

5 How To: End-to End Planning Zoe Centralised versus Local Planning Bentley Balancing the best from both Overcoming challenges discussion 5 Professional Forums Ltd 2015

6 Breakthrough Performance Further, faster, together How To: End-to-End Planning Considerations for back office planning #ForumConf Professional Forums Ltd 2015

7 How to: Plan end-to-end processes in the Back Office Zoe Bentley 2016 ActiveOps Limited. 7

8 This session will cover Why is Back-Office planning worth talking about? What makes planning for the Back Office challenging? Is central or localised planning more effective in the Back Office? 9

9 Why the Back Office is important Supply chain Scale Any chain is only as strong as its weakest link, so whether we are talking about managing costs, quality or service, the Back Office needs to be every bit as good as the Front Office. According to DMG Consulting, the Back-Office population is significantly larger than the Front Office 2.5 to 3 times larger. In the US alone, Back-Office costs are put at $758.8 billion in 2014 imagine what a 20% improvement in efficiency could deliver. Impact (failure demand) Again, according to DMG, around 20% of enquiries received by customer service departments and contact centres result from mishandling in the Back Office. Human impact This is a lot of people, and they deserve to be well-managed, supported and motivated. 10

10 Why the Back Office is challenging Volume Variety Variation Visibility 11

11 What are some of the key Front Office / Back Office differences? Back Office Low Volume High High Variety / Complexity Low High Variation in Demand Low Low Visibility High Image adapted from: Slack N, Chambers S, Johnston R et al. Operations and Process Management. 2 nd ed. Financial Times Prentice Hall; Harlow,

12 What are some of the key Front Office / Back Office differences? Front Office Low Volume High High Variety / Complexity Low High Variation in Demand Low Low Visibility High Image adapted from: Slack N, Chambers S, Johnston R et al. Operations and Process Management. 2 nd ed. Financial Times Prentice Hall; Harlow,

13 Central vs. Localised Planning 14

14 Who s in control? The debate Discuss: what are the advantages of: Central Back-Office planning teams? Central Planning Team Team Localised, team-level planning teams? Team Team Team Team Team 15

15 Traditional Back-Office planning. The challenge The plan is fine it just isn t being delivered properly! This plan doesn t make sense. People in central planning don t know what s actually happening on the ground. 16

16 Joining up the dots 17

17 Case study: The scenario The Client: Central government department The Challenge: An entirely central approach to planning that was disconnected from both department and team management Team managers with very little control over their teams priorities and workloads Huge backlogs Demotivated staff and high sickness Expectation that senior and central management would plan and local management would deliver 18

18 Case study: What we did Central Planning Central & Local Planning Local Execution Local Control Began with an entirely central approach to planning at department level Gradually increased level of local input to forecasting and planning resource levels Moved from execution to control by empowering team managers to make active decisions to deliver against the plan and respond to now expected values Still took direction on forecast volumes for certain tasks and incoming work trends from central planning Department manager retained responsibility for centrally planning certain task types 19

19 The result? 11% performance improvement Improved decision making Increased engagement Decisions that I'm taking are adding value and enabling resources to be used in the most effective and efficient way I have greater control over the team s Work Out and I am also able to plan valuable Diverted Time with the confidence that it won t affect my team s output 20

20 Challenges 21

21 Discuss: What are the key challenges associated with planning in the Back Office? What are the key differences between Back-Office planning and traditional Front-Office planning? How could we overcome the challenges traditionally associated with Back-Office planning? 22

22 Summary and Top Tips 23

23 Comparing the Back Office with the Front Office Volume Lower Impact on statistics Variety Greater Impact on planning Variation Greater Impact on control Visibility Lower? Impact on Urgency to Act? 24

24 The solution? There isn t a one-size-fits-all approach or magic formula to planning end-to-end processes in the Back Office We need to understand all of the intricacies of the client, the nature of the work they do, and their planning needs It is possible for central and local planning to work alongside one another if we bridge the gaps between the central planning community and the local executors Always have the customer at the forefront the approach to planning should hold the customer at its centre 25

25 One size doesn t fit all High Low Variation in demand Volume Low High Diverse/ complex Project activity Case work Variety / complexity Underwriting/ Adjudication Back Office clerical processing Repeated/ divided Contact centre 26

26 Top tips for making Back-Office planning a success: The customer generally doesn t know or care whether they are being serviced by the Front or Back Office a planning process that has the customer at its centre is what is important. Just because something is planned by an expert centrally doesn t always mean it will work locally what is the relationship like between those who plan and those who deliver? Identify and acknowledge the expertise and knowledge of both central planners and local executors planning can draw on both, it does not have to be entirely central or entirely local. Empower team managers to control as well as deliver ownership over the plan is more likely to make it succeed. 27

27 Central Planning, Local Control How To: Plan end to end processes in the Back Office Zoe Bentley ActiveOps Ltd. 28

28 Breakthrough Performance Further, faster, together How To: End-to-End Planning Considerations for back office planning 29

29 Add value leveraging an effective network There are so many ideas or methods we can adapt. A strong network can provide different perspectives, experience and skills. 30 Professional Forums Ltd 2015

30 Best Practice Week Back Office Planning 16 th 20 th May Launch webinar: Friday, 13 th May Best Practice pdf Monday, 16 th May Panel discussion Friday, 20 th May 31 Professional Forums Ltd 2015

31 Breakthrough Performance Further, faster, together Customer Strategy & Planning 2016 Welcome to Stratford-upon-Avon 25 th and 26 th April 2016 #ForumConf Professional Forums Ltd 2015