It’s pretty ironic that the simpler and more elegant a solution is for your customers, the more difficult it is for you to consistently deliver on that promise. This is particularly true when you provide services in the “cloud” or depend on other company’s clouds to deliver your offerings.
In a world where customers increasingly judge your support against best-in-class consumer support, how do we support executives give customers a superior experience, employees a rewarding work culture, and continue to scale massively, all without breaking the bank?
It Isn’t for Lack of Trying
Over the years, we have spent millions of dollars making significant improvements addressing the individual components of people, process, and technology. Our teams are better trained than before, our processes are optimized (often over-engineered), and we have continually upgraded our systems. In some cases, we’ve even brought in consultants to set up our customer relationship management systems, knowledge bases, collaboration tools, search engines, and so on.
Customer satisfaction rates are the same as in 1976, and in many ways, have gotten worse. What’s the reason? We don’t tend to address the problem holistically. It’s no different than strapping jet engines to the sides of a helicopter, bolting the resulting contraption on top of a speedboat and thinking that we have created the ultimate personal transport vehicle. It simply doesn’t work as expected when it is put together like that.
What’s the Best Way to Get Started?
The best way to approach unifying the people, process and technology strands of your strategy is through a modern set of key performance indicators (KPIs) that can be used to run modern services businesses.
The good news is that in today’s data rich world we can measure everything. The bad news is that we often do. But which measures are the ones worth monitoring and reporting, and which ones can we drop? Which measures truly speak to the health of a support organization, and which ones are merely nice to have vs. must have? Which measures should we share with executives, team members, and customers?
Hint: It’s a lot less complicated than you think.
Join Us at TSW to Learn About Creating a Standard Set of KPIs for Support and Services
If this topic interests you, please join me and TSIA’s John Ragsdale and Judith Platz at TSW 2015 Service Transformations for a thought provoking session on the measures that make sense for today’s support organizations, called “Transform Your Organization By Building ‘the’ Meaningful Metrics Dashboard.” We will share a co-developed set of metrics and ways to measure them in order for you to make the decisions you want and need to make. You will leave with an in-depth understanding of this new framework and have the ability to see real world measurements that truly make sense.
Here is the best part: attendees will be invited to influence how to improve the metrics to make them the de facto standard for modern support organizations. This session takes place at 11:30AM on the final day of the conference, Wednesday, October 21. I look forward to seeing you there!
About the Author
Phil Verghis is the CEO and co-founder of Klever and has won numerous awards for knowledge sharing since the early 1990s. As vice president of infrastructure and support at Akamai Technologies, he founded the customer support team and ran the global network (15,000 servers), operations (66 countries), and IT teams during a time of massive growth and profitability, and during the dot-com crash. During his time with the company, Akamai went from $0 in revenue in 1999 to over $200 million in revenue in Q1 2004. Prior to Klever, he was a trusted advisor to service and support executives around the world with The Verghis Group. Phil has an undergraduate degree in electrical and computer engineering and an MBA from the University of New Hampshire. He lives in Chapel Hill, NC. Connect with him on Twitter @phil_verghis.