The ‘common sense’ programme

Rod Butcher

Aviva Group

22nd May

Introducing Aviva

21 countries

36 k people

43 million customers

insurance, savings and investment

We don’t start in a good place

And we get more and more feedback

these days

We know that great experiences count

success

Buy more

Stay longer Willing to pay more

Cheaper to serve Volunteer ideas

Forgive mistakes

Great customer experiences

More recommendations

Engaged people

It’s not rocket science

But we need to prove it

Show me the money

Common Sense

“Customers don’t see the web of organizations

and processes that operate behind the scenes

to deliver their experiences.

They see that series of interactions from the

outside in....

Customer experience leaders embrace the

same perspective, rising above internal

complexity to see and manage the whole

picture from the customer’s point of view”

2011

Common Sense

“Customers don’t see the web of organizations

and processes that operate behind the scenes

to deliver their experiences.

They see that series of interactions from the

outside in....

Customer experience leaders embrace the

same perspective, rising above internal

complexity to see and manage the whole

picture from the customer’s point of view”

Aviva Customer Cup

Systems Thinking

Customer Journey Mapping

Power to our people

Power to our people

teams and management working together for the customer...

"Them and Us" scenario with the people in the dark...

• Act on customer demand

• “Show me the problem”

• Take decisions ‘in the work’

• Re-define manager role

Power to our people

29-65 days 2-5

12 touches 2

-39 T- NPS +61

Fantastic engagement

£1m annualised cost savings

Journey Mapping

• Visualise end-to-end journey

• Built outside-in : how it feels to

be a customer

• “Get your CEO”

Why bother?

Map “as is” to identify and prioritise improvements

Design with intent the branded experience

Create foundation framework to contextualise activity

Build collaborative and aligned culture

The view from China

Alan Pennington, MD Mulberry Consulting

• Dedicated specialists in the field of customer centred transformational change

• Approaching 10 years of heritage and experience

• Practical, dependable

• All of our teams have personal client-side experience

18

Financial Services

Telecommunication &

Media Other Services

Industry

Publishing and

business information

Public & Charity

sector

Retail and consumer

goods

Transportation,

Travel & Logistics

Recent clients

Experience Deliver a customer

experience that is:

- appealing,

- aligned with brand

- delivered

consistently.

Attitude

customer

satisfaction

loyalty

Behaviour

Share

Spend

Retention

Cost to serve

Outcomes

Financial

results

Interpret

We work with clients to create a clear “line of sight” between the customer (and employee) experience and the financial outcomes. This linkage is a critical

component of continuous performance improvement

‘Whilst there is ‘art’ in the delivery of a great customer

experience, the design is a science’

What we believe...

Working with Aviva - Rising to the challenge...

• Flexibility in deployment models

• Trusted frameworks

• Practitioners who understand the client reality

• Enough but not too much technological support

• Truly expert facilitation, ability to challenge in a ‘safe way’ the unwritten rules

• Achieving ‘trusted advisor’ status with the client organisation

Recognised as best in class

“Companies tend to be too internally focused. As a result, they often lose sight of what’s important for their customers. Customer Journey Mapping is a great tool for reframing discussions from internal operations to customer experiences”.

Working with Aviva - Rising to the challenge...

• Flexibility in deployment models

• Trusted frameworks

• Practitioners who understand the client reality

• Enough but not too much technological support

• Truly expert facilitation, ability to challenge in a ‘safe way’ the unwritten rules

• Achieving ‘trusted advisor’ status with the client organisation

What makes this deployment successful?

• Setting realistic goals at the beginning...

• Focus on people & their ability to engage with customers

• Pushing on open doors, greasing the hinges....

• Hard wired connections to business objectives at the outset

• Growing a community of internal advocates

• Persistence, continuity and dedication

• common language and meaning (language influences culture)

• Moving downstream from diagnosis to deployment – avoid hiatus

1

Owners

Brokerage

Business Dev.

Concerns

CSC

DI

Finance & Accounting

Marketing & Com.

Operations

Technical Support

UPS Lab (Germany)

No single UPS owner

Internal Measures

key MOTs

External Measures

How well

did we do?

How

committed

are they?

Recovery / advocacy

action

Manage delivery

(direct, coach, train)

Redesign

experience

Good practice

transfer

Operational insight

Compensation/incentives

On-boarding

Score

Attachment

Score

Actionable Insight for different Users

Approach

Develop a balanced scorecard to monitor performance

Identify

KPIs for

score

card

Align with

CJM

Align with

financial

modelling

Internal KPIs VOC

What makes this deployment successful?

• Setting realistic goals at the beginning...

• Focus on people & their ability to engage with customers

• Pushing on open doors, greasing the hinges....

• Hard wired connections to business objectives at the outset

• Growing a community of internal advocates

• Persistence, continuity and dedication

• common language and meaning (language influences culture)

• Moving downstream from diagnosis to deployment – avoid hiatus

Summary

• Don’t do anything without right sponsorship and support

• Don’t force it – find the right conditions first

• Cross-functional is king

• Need burning platform: why are we doing it, what to expect?

• It’s all about momentum (and proof), not the techniques