User adoption and behaviour key for success of digital workplace

05 October 2016 Consultancy.uk

In the quest for digital transformation and its numerous benefits, user adoption and behaviour is often overlooked as part of the transformation process. A clear understanding between organisational culture and technology is essential to ensure that tools, processes and systems realise their full potential and are not left by the way side as “another” failed initiative, writes Steve Rayner, Group Service Innovation Director at Computacenter.

The Tech-Savvy Employee

As a plethora of devices and applications continue to find their way into working lives, organisations need to create a dynamic workplace environment which fosters a self-service culture among employees in relation to technology. The more compatibility that enters an organisation, the more potential issues that may arise when using these on a daily basis, which all have to be managed and responded to accordingly. Organisational culture should be focused around making the employees feel supported and empowered enough to manage and resolve any issue themselves, especially when related to technology. Issues should be prevented in the first place, however when issues do occur, encouraging users to solve their own issues, results in a workforce that is agile and able to act faster and more effectively; to seize opportunities, resolve issues, improve quality, and ultimately exceed customer expectations.

Visibility of available supportive resources is important, and digital tools, such as mobile apps and intuitive web portals, ensure that employees are able to access the information they need, from a wide range of locations, at any time. This serves to drive overall operational efficiency, as employees can self-serve their own IT issues and gain knowledge articles or support, to future proof their device issues in relation to general issues, e.g. password resets or software upgrades. Over time this will deliver positive outcomes that will result in behavioural change, as employees will not be dependent on IT or technical teams to resolve the majority of issues that arise, minimising employee and system downtime. It also enables employees to collaborate across departments and locations, improve decision-making and critically reduce time-to-market.

Digital transformation

The key thing to remember here is that successful digital transformation – two thirds of such programmes fail – should enrich working lives, promote improved work/life balance and improve productivity and therefore results (a win-win for employer and employee).

Business Champions – Digital Transformation Leaders

As the IT service desk evolves, its role as the central hub for technological innovation within the workplace remains. However, the first step in a transformation strategy, is culture. Culture incentivises behaviour, and companies must begin by ensuring workforce behaviour is well-suited to the technology solution at hand, to truly maximise its adoption and use throughout the workforce. 

One approach to ensuring desirable behaviour is instilled amongst the workforce is through the deployment of “business champions” when adopting new solutions or technologies. These are appointed members of the workforce who help foster change and act as a conduit for feedback from the wider workforce, ensuring behavioural change matches working needs. 

A recent example of where this has worked is with Hays Recruitment who wanted to provide employees with a broader choice of engagement channels to interact with IT service teams. This was in a drive for increased productivity enabled through the minimisation of system downtime. Hays have historically been positioned as the leading digital recruitment agency, being the first in the industry to adopt truly digital recruitment selection and placement. Revenue generation at Hays is dependent on the productivity of its 2,200-plus UK sales consultants, and with technology playing an ever-increasing role in the selection and placement of client’s, employees’ IT queries and issues need to be dealt with quickly. If using webchat they can continue to work whilst getting help.

At the end of 2015, Hays became an early adopter of Computacenter’s Next Generation Service Desk (NGSD) solution. The NGSD offering was well positioned to manage the business needs of Hays, providing a consumer-like, user-centric experience with anytime, anywhere IT support and knowledge delivered via an intuitive online portal and mobile app. 

Hays Recruitment

Although the NGSD solution can be integrated to existing infrastructure, the success of the solution was not simply a silver bullet. Instead, Computacenter and the team at Hays needed to create a desirable business environment that would encourage the whole workforce to truly understand the capabilities of the technology, adopting the behaviour into their working norms. In order for this to take place, Computacenter offered a new approach to service desk deployment asking internal employees to agree, nominate or suggest business champions for each team, division or office.

Proof is in the Productivity

In the case of Hays, NGSD helped to transform the employer – through service desk interaction - and the proof is in the productivity. Hays reported over 60% of transactions take place directly through the portal - well above the original target of 50%. What’s more, in an age of messaging apps, online chat capability remains imperative. Hays registered approximately 1,180 chats per month since the adoption of NGSD and over 370 self-logged incidents per month compared with 40 previously. Importantly, self-service portals such as NGSD are 24/7, so employees in any location, working any particular hours can log incidents at all times instead of having to wait for the service desk to open.

The bottom line is simple – by taking a user-centric, digitised approach to IT support, organisations can maximise staff productivity, drive profitable growth, and both attract and retain the very best talent inside a cutting edge digital workplace. 

Related: 80% of firms face lagging digital transformation maturity

Steve Rayner is Group Service Innovation Director at Computacenter, a position he has held since July 2013. Computacenter support organisations with IT strategy, technology implementation and managed services, serving over 1,000 customers in 70+ countries.

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Four ways digitalisation is transforming car brands and dealers

16 April 2019 Consultancy.uk

From changing expectations from the customer to new stakeholders entering the industry, the digital transformation of global automotive industry means it is facing the wholesale transformation of its business model. In a new white paper, global consulting partnership Cordence Worldwide has highlighted four major digital trends that are transforming the relationships between car brands and dealers with consumers.

With digital transformation drives booming across the industrial spectrum, automotive groups are no different in having commenced large digital transformation programmes to improve productivity, efficiency, and ultimately profitability. Falling sales figures mean the automotive sector is facing an increasingly difficult road ahead, something which means companies in the market are even more hard pressed to find new ways to improve their bottom lines.

While it offers major opportunities, the industry’s move to digitalise is not without complications. It has triggered a series of major internal changes, which have presented automotive entities with the challenge of becoming a “customer-oriented” industry. A new report from Cordence Worldwide – a global management consulting partnership present in more than 20 countries – has explored how automotive companies are navigating the rapidly changing nature of digital business.

New business models

The level of change likely to be wrought on the automotive industry by digitalisation is hard to overstate. Automation could well lead to significant reductions in the number of accidents, higher vehicle utilisation and lower pollution levels, while leading to a $2.1 trillion change in traditional revenues, with up to $4.3 trillion in new revenue openings arising by 2030.

As a result of this colossal opportunity, it is easy to see why almost all automotive groups now have digital departments, with generally strong communication within the digital transformation and the customer approach. The changes to society which this may have are potentially distracting automotive firms from the change it is leading to in its own companies though, according to Cordence’s paper.

The automotive market is dead, long live the mobility market

Because of this, the sector’s business model is set to transform over the coming decades. With digitalisation speeding up the appearance of concepts such as car-sharing, a subscription package model will likely become more palatable. At the same time, car and ride-sharing models will cater to the sustainability criteria of millennials, who will rapidly become one of the automotive market’s leading consumer demographics in the coming years.

Antoine Glutron – a Managing Consultant with Cordence member Oresys, and the report’s author – said of the situation, “These ‘old school industries’ are now working on creating new opportunities, but in so-doing are facing challenges and threats: new jobs, new technologies, new ecosystem of partners, necessary reorganisation, different relationship with customers, and even new businesses. The customer approach topic is in fact a real challenge for car companies as it implies changing their business model and adjusting their mind-set to address the customer 4.0: from product-centric to customer-centric, from car manufacturer to service provider.”

Digital customer experience

In the hyper-competitive age of the internet, even top companies face an uphill challenge when it comes to holding onto customers through brand loyalty. Digital disruption has resulted in changes to consumer behaviour, which is forcing a range of marketing strategists to reconsider their old, possibly out-dated strategies. As modern customers wield an increasingly impressive array of digital tools and online databases, they and are now able to quickly and conveniently compare prices, check availability and read product reviews.

The automotive sector is no exception to this trend, according to the study. In order to adapt to the needs of the so-called ‘customer 4.0’, car companies will increasingly need to change their business model and move away from product-centric companies to customer-centric ones, from car manufacturers to service providers.

Glutron explained, “As an automotive company, you can no longer expect customer loyalty simply with good products; you must conquer and re-conquer a customer that “consumes” your service. The offer now has to be global, digital and personalised. Your offer has to be adapted to this customer’s needs at any given moment. A key issue related to data control is to build customer loyalty by creating a customer experience 'tailored' throughout the cycle of use of the 'car product': purchase, driving, maintenance and trade-in of the vehicle.”

One way in which the sector may be able to benefit from this desire for a tailored experience is via connectivity. Consumers are generally positive about new connective features for automobiles, and many are even willing to pay upfront for infotainment, emergency and maintenance services. Chinese consumers, where the connected car market is set to hit $216 billion, are already particularly interested in paying a little more for navigation and diagnostic features in their future new car. This can also enable automotive companies to exploit a rich vein of customer data, enabling them to rapidly tailor their offerings to consumer behaviour.

New automotive segments

Digital transformation has also brought with it the rise of completely new application areas. As mentioned earlier, the most well-known example is the autonomous or self-driving car, where the last steps forward were not taken by major automotive groups but by technology companies such as Tesla. While this may have given such firms the edge in the market briefly, a number of keystone automotive names will soon be set to take the plunge into the market themselves, leveraging their car manufacturing prowess and huge production capacities to their advantage.

Before companies rush to invest in this market, however, it is worth their while to remember that the readiness and uptake for such vehicles differs greatly geographically. For example, following a study published in 2018, 92% of Chinese would be ready to buy an autonomous car, compared with only around 35% of drivers in France, Germany and US. Meanwhile, the infrastructure of different nations will also be significantly less accommodating of the new technology.

Use digital for steering thr activity

Elsewhere, Cordence’s analysis has suggested that hooking the cars of tomorrow into the Internet of Things is also likely to see a rapid change in the business model for car maintenance, providing real-time diagnostics for problems. This presents chances for partnerships to improve the connectivity of cars, especially with tech companies; for example, PSA partnered with IBM for a global agreement on services in their vehicle. Meanwhile, data could also be sold to other parties with an interest in this data, such as the government, which could use it to manage traffic levels, or ensure that only adequately maintained vehicles take to the road.

Glutron added, “With the increase in the amount of client data and connected opportunities, the recommendation is to set up data-centric approaches. The value is now in the customer data. The general prerequisites are to rework the data model and the Enterprise Architecture and generally build up a data lake including data from all sources (internal and external, structured and unstructured).”

From automotive to mobility

Relating further to the idea of connectivity, the report claimed that automotive firms must now adjust their models in line with the provision of end-to-end mobility, rather than treating the sale of a car as an end point in their relationship with the customer. In order to realise this transformation, transformations are likely to become more and more important.

A network of partner companies means automotive firms can provide a global mobility experience. As the vehicle is increasingly connected to its environment, new partners can also be cities, governments, and other service providers within the global mobility services industry in which the car brands want to take part.

According to the study, the target is clear. Companies must look to a holistic transport service, offering to move customers from A to B in a unique and pleasant way – otherwise they might as well take public transport. At the same time, they should extend the services reachable “on-board” (especially the enhancement of the connectivity between the car and smartphones or other connected devices), and reach high standards in terms of user experience (online sales, online payment, customised experience during and after the use of the car).

Concluding the report, Glutron stated, “These mobility market transformations could be considered a threat for the car manufacturers. Quite the opposite: if they take up the challenge and review their business model so that they become the service provider – communicating no longer to a driver but to a ‘mobility customer’ – they can then take advantage of their expertise and their position as a historical player. The most convenient means of transport are cars, and building a car is highly-skilled work.”