Mais conteúdo relacionado Semelhante a #TFT12 Ian clayton (20) Mais de TFT presentations Tomorrow's IT Service Future Today (20) #TFT12 Ian clayton2. Universal
Service
Management
Body
of
Knowledge
(USMBOK)
Next
Genera>on
Service
Management
Thinking
For
the
‘Age
of
the
Customer’
Copyright © 2012 VKSII, All Rights reserved
3. Your
Guide
Ian
M.
Clayton
• 38
years
in
IT
Ian Clayton
• Author
of
the
Universal
Service
Management
Principal
Service Management 101
Body
of
Knowledge
(USMBOK™)
• Pioneer
of
outside-in
thinking
for
service
provider
organiza>ons
• “I
rescue
ITSM
projects
and
help
service
provider
organiza9ons
ensure
the
customer
and
service
experience
is
managed”.
Copyright © 2012 VKSII, All Rights reserved
4. How
to
Contact
Me
• Email:
ian@servicemanagement101.com
• Support:
support.usmbok.com
• Blog,
discussions
and
public
Q&A
www.servicemanagement101.com
• Twi[er:
www.twi[er.com/ianclayton
• Skype:
ianmclayton
Copyright © 2012 VKSII, All Rights reserved
5. Topics
• The
service
society
and
‘age
of
the
customer’
• Why
tradi>onal
IT
Service
Management
(ITSM)
‘projects’
fail
• The
o_en
forgo[en
heritage
of
service
management
thinking
• The
elements
of
‘next
genera>on
service
management’
• A
customer
centric
approach
and
how
to
start
your
true
service
management
journey,
from
the
‘outside-‐in’.
Copyright © 2012 VKSII, All Rights reserved
6. “The
loss
of
focus
on
the
customer
as
a
human
being
is
probably
the
single
most
important
fact
about
the
state
of
service
and
service
management
in
the
Western
world
today”
Karl
Albrecht,
c1992
‘The
Only
Thing
That
Ma[ers’
Copyright © 2012 VKSII, All Rights reserved
7. The
Service
Society
• We
live
in
a
service
society
and
‘age
of
the
customer’
dominated
by
outcomes
and
the
‘service
experience’
• Experiences
using
products
and
interac>ng
with
these
and
their
providers
shapes
our
percep>on
of
value
• Our
level
of
sa>sfac>on
is
formed
from
whether
we
achieved
our
desired
outcomes,
with
what
experience,
and
at
what
cost
• This
“feeling”
acts
as
the
basis
for
loyalty
and
advocacy,
and
forms
our
general
percep>on
about
the
quality
of
a
service,
and
the
capabili>es
of
its
provider
or
service
business.
Copyright © 2012 VKSII, All Rights reserved
8. Today’s
Influences...
• Working
from
home/remotely
–
telecommu>ng
• Decentralized
infrastructure
-‐
cloud
compu>ng
and
virtualiza>on
• Mobility
-‐
A3
(anywhere,
anyhow,
any>me)
• Bring
Your
Own
Device
-‐
BYOD
• Touch
(Hap>c)
-‐
4S,
“swipe,
swipe,
select,
submit”
• Voice
Direc>on,
Instruc>on
“Open
the
pod
bay
doors
Hal”
“In
500
yards
take
the
next
le_”
Copyright © 2012 VKSII, All Rights reserved
9. The
New
IT
• Focus
change
from
technology
farmer
and
innovator
to
technology
exploiter,
business
growth
enabler
• Operate
and
be
performance
managed
as
an
informa>on
service
provider
• Provide
a
customer
(service)
experience
on
par
with
non-‐IT
service
businesses
• Deliberately
and
con>nuously
engage
the
customer
• Successful
IT?
Become
‘invisible
technology’.
Copyright © 2012 VKSII, All Rights reserved
10. IT
Management
Impera>ves
• A
more
agile
and
responsive
IT
investment
decision-‐making
process
• Complete
alignment
of
IT
opera>ons,
programs
and
ini>a>ves
with
business
goals
• Cost effective
use
of
all
types
of
technology
and
IT
resources
• PAYGO
-‐
utility
styled
informa>on
services
access
and
cost
model.
Copyright © 2012 VKSII, All Rights reserved
11. IT’s
Tradi>onal
Response
• Reengineer
prac>ces
• Improve
processes
• Mature
capability
of
processes
versus
a
framework
• Conform
to
a
standard
–
such
as
ISO/IEC
20000-‐1
• Encapsulated
in
the
term
‘IT
Service
Management’
-‐
ITSM.
Copyright © 2012 VKSII, All Rights reserved
12. Tradi>onal
ITSM
is
failing
the
Customer
and
its
management
sponsors.
Why?
Copyright © 2012 VKSII, All Rights reserved
13. How
many
of
these
ques>ons
can
you
answer?
Copyright © 2012 VKSII, All Rights reserved
15. “Who
are
your
customers?”
(Pick
one...)
Copyright © 2012 VKSII, All Rights reserved
16. “What
ac>vi>es
do
your
customers
perform
in
pursuit
of
success?”
(Pick
one...)
Copyright © 2012 VKSII, All Rights reserved
17. “How
do
you
help
your
customers
perform
these
ac>vi>es?”
Copyright © 2012 VKSII, All Rights reserved
18. “What
do
your
customers
experience
when
they
use
your
services
or
interact
with
your
organiza>on?”
Copyright © 2012 VKSII, All Rights reserved
19. “How
sa>sfied
are
your
customers
with
the
help
you
provide?”
Copyright © 2012 VKSII, All Rights reserved
20. Tradi>onal
ITSM
thinking
can
result
in
you
producing
a
human
‘car
wash’.
A
place
that
processes
people
and
their
requests
through
the
facility
rather
than
ensuring
a
desired
outcome
and
crea>ng
a
total
experience
and
‘feeling’
of
value.
Copyright © 2012 VKSII, All Rights reserved
21. Tradi>onal
ITSM
is
‘inside-‐out’
and
not
how
successful
service
businesses
manage
service
delivery
and
support.
Copyright © 2012 VKSII, All Rights reserved
22. ‘inside-‐out’
indicator
#1
“The
view
of
our
customers,
what
they
care
about,
and
how
we
serve
them,
differs
significantly
across
the
organiza>on”
Copyright © 2012 VKSII, All Rights reserved
23. ‘inside-‐out’
indicator
#2
“Key
service
staff
are
unable
to
state
easily,
clearly
and
briefly
who
our
customers
are,
what
we
do
for
them,
and
the
basis
for
measuring
customer
sa>sfac>on”
Copyright © 2012 VKSII, All Rights reserved
24. ‘inside-‐out’
indicator
#3
“When
compared,
more
>me
is
spent
on
internal
issues,
processes
and
conflicts
than
on
discussing
the
customer
needs,
expecta>ons,
and
service
experience”
Copyright © 2012 VKSII, All Rights reserved
25. ‘inside-‐out’
indicator
#4
“Few
of
our
decisions
are
explicitly
driven
by
customer
needs”
Copyright © 2012 VKSII, All Rights reserved
26. ‘inside-‐out’
indicator
#5
“We
have
trouble
adap>ng
to
normal
varia>ons
in
the
customer
opera>ons
and
get
blindsided
by
changes
in
strategy
and
behavior”
Copyright © 2012 VKSII, All Rights reserved
27. ‘inside-‐out’
indicator
#6
“We
are
trying
to
apply
one
rigid
prac>ce
or
process
framework
to
all
customer
situa>ons
(consumer
scenarios)”
Copyright © 2012 VKSII, All Rights reserved
28. ‘inside-‐out’
indicator
#7
“We
do
not
know
how
our
efforts
relate
to
the
interests
and
success
of
our
customers”
Copyright © 2012 VKSII, All Rights reserved
29. Its
>me
to
press
RESET
and
REWIND
on
the
‘Service
Management’
bu[on.
Why?
Copyright © 2012 VKSII, All Rights reserved
30. IT<SM:
“Service
management
concepts
and
methods
applied
to
the
challenges
of
an
IT
organiza>on
being
performance
managed
as
a
service
provider”
Copyright © 2012 VKSII, All Rights reserved
31. Fi_y
Years
of
Service
Management
Copyright © 2012 VKSII, All Rights reserved
32. Father
of
‘Customer
Centricity’
Theodore
Levi[
• Levi[
was
a
provoca>ve
writer,
epitomized
by
his
descrip>on
of
the
Harvard
Business
Review,
“a
magazine
wri?en
by
people
who
can’t
write
for
people
who
won’t
read”
1925-‐2006
• Levi[
was
a
pioneer
in
product
and
service
marke>ng,
posed
the
simple
ques>on
in
his
inaugural
ar>cle
‘Marke>ng
Myopia’
published
in
the
Harvard
Business
Review
July-‐August
1960:
“What
business
are
you
in?”
• It
was
not
so
much
an
ar>cle
as
a
manifesto.
• Levi[
wove
a
powerful
argument
that
companies
should
stop
defining
themselves
by
what
they
produced
and
instead
reorient
themselves
toward
customer
needs
and
sa>sfac>on.
Copyright © 2012 VKSII, All Rights reserved
33. Father
of
Service
Management
Richard
A.
Normann
• Authored
the
first
book
on
the
topic
of
‘service
management
in
1984’,
(Service
Management:
Strategy
and
Leadership
in
Service
Businesses)
• The
book
discussed
the
role
of
services
in
society,
technology
in
services,
and
the
need
for
a
streamlined
service
management
system.
• Other
key
concepts
discussed
included:
Moments
of
truth,
Self-‐service
1943-‐2003
Service
delivery
system
Service
concept
and
the
service
‘package’
Service
management
system
components.
Copyright © 2012 VKSII, All Rights reserved
34. Service
Management
Is
about
managing
“a
service”
and
managing
“service”
as
an
experience
from
the
outside-‐in.
Copyright © 2012 VKSII, All Rights reserved
35. The
Language
of
Service
Management
Copyright © 2012 VKSII, All Rights reserved
36. Outside-‐In
Thinking
Guaranteed
customer
centricity
• Outside-‐In
thinking
is
a
philosophy
and
management
approach
that
ensures
you
place
the
interests
of
your
customers
ahead
of
your
capabili>es
• An
explicit
customer
reason
is
embedded
in
every
decision
made
by
the
service
business
or
service
provider
• Organiza>ons
applying
outside-‐in
focus
on
sa>sfying
their
customers
by
delivering
a
powerful
combina>on
of
a
‘successful
customer
outcome’
and
a
superior
service
experience
• Outside-‐in
also
helps
you
measure
your
success
and
target
improvement
from
the
customer
perspec>ve.
Copyright © 2012 VKSII, All Rights reserved
37. Steve
Towers
–
“Mr.
Outside-‐In”
• Steve
is
one
of
industry's
noted
experts
in
Business
Process
Management
(BPM),
performance
transforma>on
and
Customer
Experience
Management
and
co-‐founder
of
the
BP
Group
• Through
research
and
‘hands-‐on’
exposure
to
the
world’s
leading
companies
he
has
pioneered
the
evolu>on
of
BPM
and
'Outside
In
’
thinking
• In
2011
Steve
was
entered
into
the
Architecture
&
IT
World
Hall
of
Fame
• h[p://www.stevetowers.com.
Copyright © 2012 VKSII, All Rights reserved
38. The
Outside-‐In,
Inside-‐Out
(OI-‐IO)
Con>nuum™
The
Outside-‐In
(OI)
Inside-‐Out
(IO)
Con=nuum™
Scenarios
Channels
Workflow
Infrastructure
Tradi=onal
USMBOK
Value
Access
Points
Service
Alignment
Standard
Item
ITSM
Rela=onship
Request
Service
Work
Touchpoints
Product
Best
Prac=ce
Asset
Frameworks
Customer
Pathway
Infrastructure
Customer
Centricity
Successful
Resource
Centricity
Experience
Outcomes
Service
Brand
Process
Event
Complaint
Encounter
Expecta=on
Incident
Emo=ons
Alert
Sa=sfac=on
Interac=ons
Back-‐Stage
Capability
Service
Ar=fact
Loyalty
Experience
Moments
of
Problem
Maturity
Truth
Procedure
Advocacy
Contact
Defect
Support
Center
On-‐Stage
Processes
Func=on
OUTSIDE
The
Service
Management
System
Source
USMBOK™,
©
2009
Ian
Clayton
INSIDE
Proac>ve
Experience
Service
Goods
Commodi=es
Reac>ve
• Posi>ons
key
concepts
and
terms
based
upon
inside-‐out,
or
outside-‐in
bias
• Represents
the
span
of
centricity
and
transforma>on
journey
of
a
prospec>ve
service
organiza>on
• Provides
context
for
a
transforma>on
journey
driven
by
a
con>nuous
improvement
program
USMBOK
P94
Copyright © 2012 VKSII, All Rights reserved
39. Customer
Sa>sfac>on
Designed,
measured
and
managed
from
moments
of
truth
within
a
service
encounter.
Sa>sfac>on-‐>Loyalty-‐>Advocacy.
Copyright © 2012 VKSII, All Rights reserved
40. Service
Encounter
• Every
day
each
of
one
of
has
many
‘service
encounters’
• “An
episode
where
a
customer
comes
into
contact
with
any
aspect
of
a
product,
or
service
organiza>on
and
gets
an
impression
of
its
quality
• An
encounter
is
prompted
by
a
service
request
• Within
each
are
consumer
(customer)
and
provider
ac>ons,
interac>ons,
moments
of
need,
and
moments
of
truth.
• At
its
core
is
a
‘consumer
scenario’
and
‘user
stories’.
Copyright © 2012 VKSII, All Rights reserved
41. The
Service
Encounter
Rules
• Knowing
when
and
where
service
encounters
occur
is
a
mandatory
ac>vity
for
a
service
organiza>on
• Service
encounters
and
the
support
ac>vi>es
they
ini>ate
are
pre-‐designed
into
product
and
service
offerings
• Service
encounters
span
third-‐party
involvement
• Where
an
encounter
starts
and
ends
is
‘nego>able’
• Service
encounters
play
a
vital
role
in
customer
sa>sfac>on
and
thus,
to
the
provider’s
overall
success,
and
are
represented
in
the
service
management
system
by
a
‘service
request
pathway’.
Copyright © 2012 VKSII, All Rights reserved
42. Moment
of
Truth
• A
vital
interac>on
between
the
consumer
and
the
provider,
represen>ng
an
instance
where
the
customer
has
an
opportunity
to
form
(or
change)
a
percep>on
about
any
aspect
of
the
service
experience,
service
organiza>on,
and
its
products
and
services
• The
percep>on
can
include
the
quality
of
the
service
and
the
capability
of
the
service
business
or
service
provider
organiza>on
• Moments
of
Truth
act
as
key
indicators
in
determining
and
measuring
the
level
of
‘customer
sa9sfac9on’
• Every
service
encounter
has
at
least
three
moments
of
truth
represented
by
the
‘greet’,
the
‘use’,
and
the
‘thank
you’
or
‘exit’
interac>ons.
Copyright © 2012 VKSII, All Rights reserved
45. Pillars
of
Service
Support
Break-‐fix,
helping-‐hand,
service
recovery,
complaint
handling
CUSTOMER
SATISFACTION
CUSTOMER
ENGAGEMENT
STRATEGY
CUSTOMER
RELATIONS
INTERACTIONS
Feedback
SERVICE
RECOVERY
Encounter
HELPING
HAND
COMPLAINT
&
COMPLIMENT
BREAK-‐FIX
IMPROVEMENT
Emo=ons
CONTINUOUS
MARKETING
SERVICE
4Es
Expecta=on
Moments
of
Truth
Moments
of
Need
Source:
USMBOK
Experience
PLANNING
SERVICE
Sa=sfac=on
level
(CUSTOMER)
SERVICE
SUPPORT
OPPORTUNITY
IMPACT
PROBLEM
MANAGEMENT
MANAGEMENT
MANAGEMENT
USMBOK
P170,
433
Copyright © 2012 VKSII, All Rights reserved
46. Outside-‐In
and
Inside-‐Out
service
delivery channel!
request!
consumer action!
“42”! moment
moment
interaction! of
of
consumer
truth! need!
scenario! front stage action!
back stage action!
support processes! IO!
OI! level of satisfaction!
CopyrightCopyright © 2012 VKSII, All Rights reserved reserved
© 2012 Service Management 101, All Rights
47. Outside-‐in
Con>nuous
Improvement
Approach:
Map, inspect and improve, one service
encounter (request) at a time as part of an
ongoing continuous improvement program.
Consumer
Problem
Scenario
Problem
Improvement
Change
Opportunity
Workshop
and
Hypothesis
Queue
Queue
Schedule
Story
30-‐60-‐90
Cycle
Copyright © 2012 VKSII, All Rights reserved
48. How
o_en
do
you
go
on
a
service
safari
to
observe
your
customers
in
their
natural
habitat?
Copyright © 2012 VKSII, All Rights reserved
49. Are
you
asking
what
process
to
implement
first,
or
what
services
to
catalog,
instead
of
what
consumer
scenario
to
capture
and
what
service
encounter
to
inspect?
Copyright © 2012 VKSII, All Rights reserved
50. Summary
• We
are
in
the
service
society
and
‘age
of
the
customer’
• Tradi>onal
ITSM
‘projects’
are
inside-‐out
and
failing
the
customer
• We
need
a
‘next
genera>on
service
management’
approach
that
is
outside-‐in
and
true
to
origins
of
service
management
• The
journey
can
start
today
with
an
approach
that
engages
the
customer,
understands
and
improves
the
service
experience,
through
a
program
of
con>nuous
improvement.
• The
path
to
opera>onal
and
service
excellence
is
through
recognizing
our
heritage,
and
thinking
and
ac>ng
outside-‐in.
Copyright © 2012 VKSII, All Rights reserved
51. Universal
Service
Management
Educa>on
• h[p://www.usmbok.com
• h[p://support.usmbok.com
• h[p://www.twi[er.com/usmbok
• h[p://www.udemy.com/courses/search?q=usmbok
• ian@servicemanagement101.com.
Copyright © 2012 VKSII, All Rights reserved
52. Universal
Service
Management
Body
of
Knowledge
(USMBOK)
Ques>on
and
Answers
www.servicemanagement101.com
(‘Q&A’)
Copyright © 2012 VKSII, All Rights reserved
53. The
USMBOK
Series
‘Rose[a
Stone’
for
service
management
Framework,
system,
organiza>on
Universally
applicable
to
any
service
business
or
anyone
performance
managed
as
a
service
provider
organiza>on
Companion
prac>>oner
guides
Lexicon
of
Terms
(1200+)
Copyright © 2012 VKSII, All Rights reserved