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Bridging the gap

People build success

Insight:

Adding value with data

Colin Whelan

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Colin Whelan

Head of Professionalism

The Forum

Welcome

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Join us now for the launch of our

2015 challenge for analysts and

see how we can support you in

raising the game in your

operation. How do we change

the role of the MI or analytics

team(s), so that they have a

major impact on business and

customer performance?

Insight: Adding value with data

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■ Introduction – Insight: Adding value with data

■ Customer Experience Management – Niall Gallacher, Qlik

■ The 2015 Insight Challenge

■ MI Maturity Model & Case Study■ Tesco Bank

■ Self Assessment – Workshop 1 - Use

■ Analysis: Vote & Debate

■ Business Communication & Reporting : Vote

■ Self Assessment – Workshop 2 - Management

■ Delivers agreed objectives: Vote & Debate

■ 2015 Membership Programme…

Agenda

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Adding Value with Data

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Data, Information, Knowledge & Wisdom

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Look Familiar?

WEBHELP DISCOVERY METHODOLOGYDriving Action from Insight

Dave PattmanSolutions Directors

Copyright © 2014. All Rights ReservedWebhelp

9

Handling ‘Big Data’

Action

Insight

Information

Data

Our approach is to focus upon the Customer and those who

interact with them everyday at the frontlineVALUE CREATION

IN A WORLD OF SEEMINGLY LIMITLESS DATA THE CHALLENGE FOR ORGANISATIONS IS TO FIND THE

‘SIGNAL AMONGST THE NOISE’ AND DRIVE ACTION THAT CREATES SUSTAINABLE VALUE

Copyright © 2014. All Rights ReservedWebhelp

webhelp.com/uk @webhelpuk 10

Value Proposition

WE USE DATA TO DESIGN & DELIVER OUTCOME FOCUSED CUSTOMER EXPERIENCES

Multi-channel Customer Experience

1

Holistic Data Set360o customer view

Online

Mail Mobile

Phone Email

Social Media

In Store

Map Customer Journeys

2

Acquisition & Sales

On-boarding

In-life Servicing

Queries & Complaints

Up-sales/Cross-sales

Collections

Closures

Retention

Deploy SMART Solutions

3

Customer Journey Design

Demand Management

Customer Effort Score

Touchpoint NPS

Sales through Service

Customer Experience Analytics

Deliver Value Outcomes

4

Cost

Revenue

Experience

Advocacy

Copyright © 2014. All Rights ReservedWebhelp

11

Customer Experience Measurement

Customer ExperienceMeasurement Levels

Recommended Metrics Diagnostic Value

3 Brand Experience& Advocacy

Brand NPSCustomer franchise health and growth potential

2 Customer Journey Experience

Customer Effort Score

End-to-end journey optimisation

1Contact

& Touchpoint Experience

CSat/tNPS Service quality

AT WEBHELP WE RECOMMEND A BASKET OF METRICS IS USED TO MEASURE CUSTOMER EXPERIENCE

Copyright © 2014. All Rights ReservedWebhelp

12

Qualitative and Quantitative Data

Advisor performance

Call record (time, duration etc.)

Customer feedback

(Touchpoint NPS, social media)

Customer characteristics(tenure, age, dependents)

Product characteristics(# products, usage, LTV)

Channel usage (Web, Tel)

Call disposition (CallTrack)

Disposition & sentiment (speech & text)Data

Warehouse

WE COMBINE DATA ABOUT CALLS, ADVISORS, AND CUSTOMERS IN OUR DATA WAREHOUSE

UNDERSTANDING WHAT CUSTOMERS DO AND WHY THEY DO IT

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Customer Experience Management

Using data & analytics to better serve customers

Niall Gallacher

Director Market Development,

Communications, Energy and Utilities, Qlik

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■ Understand the importance of

identifying the relationships to all

goals and measures to the

organisational strategy

■ Understand how innovative

collection of data is benefited from

technology and lateral thinking

■ Learn the rules of obtaining buy in

to your insight and provide real

value to all within your operation

The 2015 Insight Challenge

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Increase your Sphere of Influence

Planning Insight Quality

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Workshop 1: Management / Strategy■ Audience: LEADERS (ALL involved in setting and reporting against targets;

Business Analysts, Senior Leaders, Operational Managers, Finance, HR,

Team Leaders and all other Data Analysts)

Workshop 2: Production / Accessibility■ Audience: ADMINISTRATION (ALL involved in obtaining, delivery or use of

data / intelligence; IT, Business Analysts, Senior Leaders, Operational

Managers, Finance, HR and all other Data Analysts)

Workshop 3: Reporting / Engagement■ Audience: ANALYSTS (ALL involved in sharing intelligence and insight

across an operation. Business Analysts, Senior Leaders, Operational

Managers, Finance, HR, Team Leaders and all other Data Analysts)

3 workshops

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Forum Provide Event Business Gains

Define the Gap

Environment to explore

desired future demand Vs

current state

MI Maturity Model assessment

to identify current position and

future strategy

Launch in October Best practice

Seminar Oct 2014

Online & email Recruitment &

Induction Winter 2014

1st Workshop Feb 2015

Clarification on true costs and benefits of

doing something different

Identification of YOUR data to Insight

challenge: Metrics? Targets? Systems?

Identify your “Circle of Control, Influence

and Concern”

Roadmap

Examples, case studies, Best

Practice

Reviewing the skills in the

accreditation Framework

Full 2015 Challenge:

Workshop 1 - Management

Workshop 2 - Production

Workshop 3 – Use

Forum training calendar 2014/2015

Clear lessons on the steps to make real,

sustainable change happen

Identify skill gaps in people delivering

insight and access to accredited

development

Your Roadmap

Support

Workshops,

Webinars,

Training,

Advice,

Community,

Standards Audit

Full Challenge, and ongoing Forum

training calendar 2014/2015

Access to specialist help and

development, alongside community

sessions and workshops to make the

change possible

Tools and development to “Expand the

sphere of your influence”

Team Work

Insight Community,

Professional Accredited

Membership

Full 2015 Challenge:

Workshop 1 - People

Workshop 2 - Technology

Workshop 3 – Process

Professional Accreditation Social

Network

Help, assessment and evaluation by self,

peers, community and Industry

Best practice in “Expanding the sphere of

your influence”

Close the Loop

-Setting Expectations

-Help celebrate change /

success

2015 Insight Conference, November

2015

2015 Insight Award Programme

-Metrics Used

-Visualisation of results

-Assessment techniques / forums

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The 2015 Insight Challenge

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MI Maturity Model & Case Study

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MI & Analytics Maturity Model

Measures

Use

Culture Production0 1 2

3

4

1

2

4

3

© 2014

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Steven Stewart

Senior Management

Information Analyst at

Tesco Bank Insurance

Management Information & Analytics

2014/2015 Objectives and Roadmap

Our Journey So Far

Where have we have come from

2010

2011

2012

2013

2014We build a contact centre

from scratch. Insurance

customers begin migration

from RBS to Tesco Bank. MI

team begin creating reporting

solutions to meet initial

business requirements

As the business settles

down, the appetite for

integrated information

increases. Our challenge is

that data sits in many

disparate systems, with little

process documentation

Work begins on driving an MI

Improvement project, where the

main aim is to improve our

capability to produce integrated

reports while creating a self

service environment

We prepare the foundations for

a governed reporting

environment using our available

tools. This is a period of

documenting processes,

understanding best practise and

developing skills.

We set ourselves strategic

goals in the areas we feel

matter to the team. Data,

Customer, Production and

Governance. Understand where

we are against those goals and

define how we will move

forward

Objectives

What are we going to do

The aim for the MI team is to deliver accurate and accessible information to customers allowing them to drive

business performance by evolving data, production and governance processes.

Data

As is: Not all data is available, there are

irregularities in processes and data storage

resulting in low data quality and reoccurring

issues.

To be: Data is available, trusted and supports

the business measures, processes are robust

and repeatable resulting in higher data quality,

increased efficiency and data aligns to business

objectives.

Production

As is: Resource intense and heavily reliant on

manual intervention resulting in a inconsistent

quality and restricted investment on value add

activities.

To be: Self serve capability, automated

production resulting in more accessible reports

delivered consistently to a better quality

standard and allowing more focus on insight

and analysis.

Governance

As is: Limited governance resulting in

inconsistent approaches and disparity in

outputs

To be: Governance framework exists across all

data and reporting activities where processes,

controls and responsibilities are defined

resulting in sustainable and scalable reporting.

Customer

As is: We are unaware of what information is

key in helping customers make decisions and

are reactive to changes in the business.

To be: We have a clear understanding of our

customers and their needs. We are focused on

adding value in all our activities through

systematic reviews, actively seeking feedback

whilst exploring opportunities for improvement.

Data

Production

Governance

Customer

Status as of 05 14 To Be

Roadmap

How are we going to do it

DATA

PRODUCTION

GOVERNANCE

CUSTOMER

Jul 14 Aug 14 Sep 14 Oct 14 Nov 14 Dec 14 Jan 15 Feb 15 Mar 15

MI Improvement

Project Delivery

My

Contribution as

CSR

Governance

Framework

Design and Build

Self-Serve Regular

Reporting Plan

Underway

Customer

Engagement

Sessions

Data Model in place

for Regular

Reporting

Skill flexibility

Report &

Metric

Catalogues

published

Measures

linked to

Objectives

Reporting

Review

My

Contribution as

Head Of

Team Rollout

& Forums

BRAG Ratings

Red Amber Green Blue

Metrics Maturity Index

This is derived from the

Capability Maturity Model

(CMM) framework; in short,

CMM describes an

improvement path from an ad

hoc, immature process to a

mature, disciplined process

where the goal is to improve

efficiency and value.

The advantages of adopting

this approach allows us to

establish quality and value of

data we make available to the

business, offering a

comprehensive and

transparent view of strengths,

exposures and limitations

where all measures are

assessed in a consistent way

and variation or interpretation of

“best practice” is reduced.

Key points (just notes)

What is important to us as a team? What is important to our customers and

support areas

Strategic planning of where we want to be in 12 months time.

Honest assessment of how we rate against our aspirations in each area. All

team members scored individually to encourage engagement

Scoring RED doesn’t mean we’re poor in that area at present. The score is

based on a raised bar

Measures and Reports BRAG rated using agreed maturity matrix. Focus on

low scoring areas to quickly add value and improve overall scores

Regular reviews of objectives, measures and reports

Easy to communicate improvements to the business, linked to our values and

strategy

Analysts can describe the value they have added using the maturity indices

when improvements have been made

Report and Metric catalogues stored and updated within SharePoint. Will allow

us to track improvements and quickly calculate overall BRAG

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Break

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Self Assessment Workshop

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Management Information: Analysis (9.1.2)

The ability to send or give (e.g. speaking, presenting or

writing) information in a business context

Self Assessment – Workshop 1

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■ What did you score yourself?

■ Why?

■ What do others think?

Table Discussions

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What were the

discussions on your

table about:

■ Groups scores?

■ Individuals scores?

■ Your scores?

Group Feedback

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Management Information: Business

Communication & Reporting (9.1.1)

The ability to send or give (e.g. speaking, presenting or

writing) information in a business context

Self Assessment – Workshop 1

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Team Performance: Delivers agreed objectives (7.1.1)

Delivers outstanding performance by agreeing appropriate

objectives, prioritising effectively and using effective performance

management processes.

Self Assessment – Workshop 2

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■ What did you score yourself?

■ Why?

■ What do others think?

Table Discussions

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What were the

discussions on your

table about:

■ Groups scores?

■ Individuals scores?

■ Your scores?

Group Feedback

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The Insight Challenge 2015

2014Challenge Launch

Sign Up Webinar (Sign-up)

Jan 2015 Preparation work (on-site)

Feb 2015 Kick off Workshop (1 - Management)

Mar 2015Follow-up work (on-site)

Virtual Learning (On Demand)

Apr 2015 Workshop at Conference

May 2015Challenge Webinar

Follow-up & Preparation (on-site)

Jun 2015 Workshop (2 – Production)

Jul 2015Challenge Webinar

Follow-up work (on-site)

Aug 2015Follow-up work (on-site)

Virtual Learning (On Demand)

Sep 2015Follow-up work (on-site)

Virtual Learning (On Demand)

Oct 2015Workshop (3 – Reporting)

Challenge Webinar

Nov 2015Best Practice Showcaseas part of Autumn Event

Preparation work (on-site)

Dec 2015Completion of final

review materials

Jan 2016Challenge completion &

start of 2016 challenge

What do you do next?

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Bridging the gap

People build success

2015 Membership

Programme Launch

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Next Sessions:

Lunch sessions until 13:45 are:

■ Networking lunch in the EXPO

■ Back Office: the data challenge

■ Speech and Text Analytics

Close