It was a panel discussion. The headline for the discussion said, “Business transformation”. The participants were CIOs across different consumer facing service industries, the audience, a mix of 80 odd CIOs wanting to take away some pearls of wisdom from the collective experience of over 100 years on stage; after all not too often you get to hear success stories on how business has been transformed by CIOs with a mix of people, process and technology.
It started off well; demonstrating the rich experience of the moderator who put across some sharp questions to the CIOs. Into the discussion, a couple of service incidents specific to their companies had the CIOs on the defensive in an attempt to rationalize what appeared to be process lapses. Few from the audience joined the charge and soon it appeared to be a “Consumer redressal forum” with the hapless CIOs on the dais unable to defend and afraid to rebut the moderator.
A brave soul from the audience chastised the moderator for diverting from the core subject and the personal affront to the CIOs. Sensing trouble, the organizers closed the discussion citing time constraints.
Real business issues
Later in the day, a debate set off between a few panellists and a bunch of CIOs on whether CIOs can influence service outcomes in the call center, field service, or responses received by the customers. Service exceptions are reality despite the best intentions and efforts of the enterprise. With attrition being sky high in service functions, training time has been shrinking with on the job training becoming a norm for some.
Even when process and technology has been engineered for effectiveness, the people challenge remains. So what options exist for an enterprise and what can the CIO do to create a consistent framework that the enterprise can depend to provide consistent, scalable process driven service outcomes across geographies? Is there a best practice that can help to reduce the customer pain?
A changing paradigm
Products entice a first time buy, but services create repeat customers. Irrespective of how the service is delivered, via call center, on premise break-fix, or at service center, it is important to set expectations and manage customer interaction with empathy. Sears coined the “Customer is always right” paradigm; in the current hyper competitive world and unreasonable expectations, the customer has the ability to take her business away to competition.
Enterprises need to stay connected to the customer via all channels seeking and listening to feedback that is out in the social media. It is a space to watch not just what they are saying about your company, but also competitors. I believe that every CXO including the CIO should stay aware of the pulse of the services and continuously improve on the experience with a feedback loop. After all your customers can be your best sales persons and success (or an irate customer) is only 140 characters away.