The role of the CIO has shifted dramatically in the past few years, from the traditional focus on “keeping the lights on” to playing a more strategic part in aligning IT with the business, as well as embracing trends like the consumerization of IT.
Yet in his new book The Big Shift in IT Leadership, author Hunter Muller “contends that many CIOs remain focused inward, only concerned with technology,” according to Anita Bruzzese on The Fast Track blog.
As Bruzzese writes, “The best CIOs, (Muller) says, know that results beat out technology. Having great technology doesn’t mean much if customers aren’t having a good user experience.”
Muller believes CIOs should not only contribute their expertise to efforts aimed at providing a great customer experience (for both internal and external “customers”), but to take a leadership role in this area.
He views IT leaders as uniquely positioned for this task, because CIOs “have total visibility across the organization,” and with that access, “have a golden opportunity to help develop innovative strategies and spur collaborations that will have a big impact on the organization’s overall success.”
Continue reading “The CIO’s Role in Stellar Customer Experience – Hunter Muller”
The consumerization of IT, digital business model disruption, and the need for greater speed in technology development are combining to dramatically change the role of IT service management. According to Dennis Drogseth of Enterprise Management Associates (EMA), “Both the ‘rules’ and the ‘roles’ governing IT Service Management (ITSM) are evolving” as the relationship changes “between IT and its service consumers.”
In The Future of ITSM: How Are Roles (and Rules) Changing? Part 2, Drogseth details several conclusions from the organization’s research, expanding on previously reported findings. Here are three observations that stand out, with additional commentary.
Service management isn’t just for IT anymore.
Among EMA’s findings, “89% of respondents had plans to consolidate IT and non-IT customer service.”
Continue reading “Three More Key Findings About the Future of IT Service Management from EMA Research”
As products and services become more commoditized, competition is increasingly global, and high product quality is no longer a differentiator, the potential reward for providing excellent customer service becomes ever greater. As noted here recently, having “happy customers (leads) to higher profitability and stock price.”
The costs of poor customer become greater as well. According to the latest customer service statistics, just 1% of customers ” feel that their expectations of good customer service are always met.” Meanwhile, 86% are willing to pay up to 25% more for a better customer experience.
Among other findings regarding the frustration caused by poor customer service:
- 84% of customers say that their expectations had not been exceeded in their last customer service interaction.
- 82% of consumers have stopped doing business with a company because of bad customer service.
- 58% will never use the company again after a negative experience.
Continue reading “How to Provide Simply Great Customer Service”
Have you ever found yourself so totally immersed in an activity that you lose track of time? Perhaps while putting together a puzzle, solving a complex problem, or heads-down in a hobby, you’ve become engrossed in the task at hand.
If so, you’ve experienced “flow,” the highest state of human performance and productivity.
Though the term originated in research by psychologist Mihaly Csikszentmihalyi and his 1990 book on the subject, Flow: The Psychology of Optimal Experience, the business world has only fairly recently recognized its potential for increasing employee happiness and improving the customer experience. Continue reading “Why High “Flow” Companies Will Win – And How to Become One”
The link between employee happiness and business results is clear, according to recent research from the Russell Investment Group, Deloitte and others. Happy employees make for happy customers, leading to higher profitability and stock price.
Summarizing the studies in Forbes, Blake Morgan affirms that happy workers mean higher profits, noting “publicly traded companies in the Fortune ‘100 Best Companies to Work For’ list have gained an average 10.8% a year since 1998” (versus 6.5% for the DJIA and 5.3% for the S&P 500 over the same period).
She further observes that “The same companies invest in employee happiness year after year. The rest continue to not invest. There’s a clear line between companies that get it and companies that don’t.”
While numerous factors impact employee happiness, a proactive IT support strategy can play a key role. Continue reading “Happy Employees, Happy Customers, Higher Profit: How to Get It All With Proactive IT”
It’s easy to bash the IT department; to deride it as the land of no and slow, a roadblock rather than a resource, a group it’s easier to work around than to work with when addressing urgent and rapidly changing business needs.
But given the current and on-the-horizon risks of digital disruption of business models (example: one-hour photo shops were a rapidly growing business in 1988, but their numbers have plunged from more than 3,000 shops across the U.S. in 1998 to less than 200 today) from developments like 3D printing, cloud computing, and the Internet of Things (IoT), technology is playing a bigger role than ever in businesses of all kinds.
That makes IT’s role more vital than ever. Practices, processes, and in some cases even attitudes need to change, to be sure, but now is the time to engage IT, not hate it. Forward-thinking companies like Nordstrom and Starbucks—while not “technology companies”—are embracing IT internally and externally to improve both operational efficiency and the user experience for customers and employees alike.
Yet inside many corporations, IT is viewed as an impediment rather than an enabler in embracing digital change. In her article 8 Things We Hate About IT, Susan Cramm acknowledges that “nobody hates the people in IT—it’s the system that’s broken. Continue reading “8 Things We DON’T Hate About IT”
What are the new “rules” in IT support and service management? Kinetic Data recently spoke with Eveline Oehrlich, VP and research director at Forrester Research, to discover her organization’s findings and predictions on that topic.
In the webcast Rewriting the Rules on Service Support & Management: Happy Employees = Happy Customers, Eveline discusses:
Simplifying request management for employee services increases satisfaction and reduces costs in any type of organization—business enterprises, service providers, government agencies, non-profits, and entities such as museums and libraries, which typically rely on a combination of public and private funding.
Queens Library in New York is one of the largest circulating libraries in the United States, with about 1,000 full-time employees spread across 62 locations, serving 2.3 million customers each year. Nearly 11.2 million people walk through the doors, and library staff answers nearly 4.4 million reference inquiries every year.
Continue reading “Queens Library Turns Page with Improved Service Management”