GWIT worked with Veolia’s Digital Service Management team to transform messaging and communications to engage their internal customers worldwide.
Why do the team do what they do? The team know what they do and how they do it. They do lots of things, and therein lay the problem when it came to engaging the vast customer base successfully and succinctly.
Instead of focusing on what the team do and how they do it, we looked at why they do it.
It isn’t just an IT thing either. The team helps legal, HR, finance, facilities, health & safety and other groups in over 65 countries make their work smarter. Some 80,000 Veolia colleagues worldwide have access to service portals built on the ServiceNow platform and maintained by the team.
Working with GWIT has changed the way our business and our customers perceive the DSM team and the value we bring daily. We are all very busy focusing on delivering quality services; there wasn’t much time left over for ‘marketing’. GWIT and Matt especially have bridged that gap for us in a way we couldn’t have thought possible 18 months ago.
Rob Gwatkin, Senior Service Delivery Manager, DSM CoE
Here’s some of what the transformation involved:
A website, reimagined
To increase engagement and to simplify the customer journey, we restructured the team’s intranet site. Information is now easy to find. The new site places emphasis on why the team does what it does. A concise message that customers can quickly relate to.
To reinforce this, the customer journey now gives easy access to success stories from other customers and the opportunity to register to attend events hosted by the service management team on a range of topics. There’s a library of previous event recordings for Veolia employees to peruse too.
The new site and its sympathetic design and ease of navigation quickly received praise from other Veolia delivery and support teams. Teams that are keen to copy and adapt the same approach for their own intranet site offerings.
Customer stories, retold
On behalf of the Digital Service Management team, GWIT now regularly engages with delivery teams and business units across Veolia. We help capture success stories where innovative use of the ServiceNow platform has already made measurable improvements.
Improvements that may include:
delivering consumer-grade experiences to employees;
realising financial or time savings;
increasing productivity; and
reducing digital carbon footprints by, for example, optimising resource usage via automation and integration.
Engaging events, scheduled
The team has regularly presented their work on the world stage at industry-led events. There was a need to do the same for the internal customer base.
As the health pandemic prevented gatherings in-person, Veolia’s internal customers from across the globe began taking part in interactive webinars and other events. Customers share knowledge, success stories and explore innovative uses of the ServiceNow platform.
Scheduling, hosting and promotion of such events remains a key part of GWIT’s ongoing commitment to Veolia’s service management success story.
A word from GWIT…
It is a pleasure to work with the team at Veolia. Their knowledge of the service management arena and enthusiasm to seek new and innovative ways of working with the ServiceNow platform is remarkable. The Veolia team treats GWIT as a partner rather than a supplier, something all too rare in today’s business world.
Matt James, GWIT
Ready to be our next success story?
How about an initial half-hour chat about your service management journey and some of the struggles and challenges you face? If we can help, we’ll recommend some next steps. If we can’t help, well, we will be honest.
The health pandemic has changed how we do business forever. What went before may no longer be fit for purpose so we must avoid recreating it.
So, what is relevant now? Here’s an approach to defining what comes next.
Things in the world of work are changing, fast.
Many organisations have started on their digital transformation journey over recent years.
Those that were ahead of the game found themselves better placed to change the way they operated as the pandemic unfolded.
Remote working, increased usage of digital tools, rapid adoption of new delivery methods and adapting to people not being in the same building: just some of the transformations we’ve all seen.
Almost without exception, organisations now need to adjust to whatever comes next.
Focusing on two key questions will help this adjustment:
What do customers need?
How can you show empathy as you adjust your business to meet these revised needs?
Here, we discuss the five-step process GWIT uses when approaching business and digital transformation.
#1 Assess activities to identify purpose, value and challenges
Over many years we’ve been under pressure to do things faster, cheaper and better.
Technology has been there in abundance but so have old-fashioned ways of working.
It might be the curse of the spreadsheet, the Access database back in the day, the bloated email inbox or of course, the filing cabinet in the corner, full of client paperwork.
If we spent a day in the life of one of your team, what activities would their day include and how would they typically go about those activities?
The likelihood is that in recent months you have removed the daily commute, the office chit-chat and the lunchtime dash from desk to non-descript food chain outlet and back.
Maybe, you’ve been brave enough to question the value of meetings that are always booked in for an hour, regardless of the topic.
Take a look at the activities that make up your working day, working week, working month, working quarter etc. How long do they take? Are they repetitive? How often do you do them?
Do you do those things because you have always done them? What purpose does the activity serve? Does your customer care about the outcome? How do the activities contribute to meeting the needs of your customers? Could it be better?
Ultimately assess the value of each of the activities.
Do you do things that take a long time but offer little value in the eyes of the customer?
Do you do things that are fast and valued by the customer?
Could you do less of the former and more of the latter?
How do you test whether customers value the activities?
How easy is each activity? Is it easy because you have become very good at doing it over and over again? Where things are difficult or challenging, what are the reasons for this?
Look at what you do and how you do it. What activities do you or your teams carry out that are time-consuming or subject to other challenges?
We know customers themselves are redefining their needs and expectations in a post-COVID world. Can you be confident that your work results in delivering personalised, next-level help and value to those customers?
Start to think about what might happen if you suddenly stopped doing some of the activities that take up the valuable time in your working day. For the things you don’t stop doing – might there be easier, alternative ways to operate that also improve the customer experience?
#2 Devise ways to streamline what you do
Lots of people go to great lengths to avoid having to change anything. It can be quite exhausting.
But often there are significant benefits from making tiny tweaks to streamline what you do.
For activities that remain, because they add value, is there a better way of going about things?
Can steps be removed from your processes?
Could delays and ‘wait time’ be removed?
Is there scope for duplication of effort to be eliminated?
Might errors be removed by seeking to take out manual steps and introducing a level of automation?
As the world looks to define what comes next, be mindful that customer needs and expectations may have changed significantly.
While DOTWIMP originated in the manufacturing industry, its adoption will identify savings and efficiencies for you regardless of the nature of your business.
Defects: When customers discover errors in your products or services, the cost of remediation is high, and there is a significant risk of reputational damage.
Overproduction: Do you make things before they are needed – leading to stockpiling / storage challenges?
Transportation: Does work move around your office or factory? Could this be made more efficient, particularly now that we are working remotely or in a COVID-secure way?
Waiting: From delays between departments to time waiting for an individual who may have become a single point of failure. Do you always need to chase that approval? Does everything stop until one person acts?
Inventory: Stockpiling materials and unsold products. Tying up capital expenditure but also risking damage and obsolescence.
Motion: Do employees have what they need in one place – or do they routinely need to seek information or materials from multiple sources, suppliers or locations? Do they need to log in to various systems to do their job? Do they struggle to respond to queries promptly because of this?
Processing: Are you using more steps and more tools than you need to? Particularly important if you’re using technology that you pay for on a consumption basis.
#3 Implement changes at speed
Adopt an agile approach. Make changes small but often and earn value every step of the way.
Bring the right people along with you. Enable your team to lead and manage the changes, learning from competitors and other industry leaders.
Fail fast, fix fast.
#4 Measure and continually improve
Monitor the effect of your changes and look to continually fine tune the way you work.
Give yourself the ability to ‘fail fast’ on the more daring of changes and to adjust your course quickly.
After just a short period, the way things work may be quite different from what had gone before.
#5 Communicate success to foster further innovation
Clients are shocked when they look back at their achievements over even a short period.
Not only have they fallen into the trap of delivering things so well and so fast that they consider it normal – they have missed out on the opportunity to celebrate their success and to share the good news stories with their customers.
A key part of the ‘measure and continually improve’ step that we covered above is concerned with having the ability to demonstrate the success of your change initiatives.
Share your successes and encourage your customers to respond and contribute to future successes.
Keen to get started?
How about an initial 1-hour review of the way you work? If we can help we’ll recommend some next steps. If we can’t help, well, we will be honest.
The BBC TV programme Tomorrow’s World fascinated me as I grew up. Many of their predictions have since become mainstream.
The science behind today’s technologies may be complex, but smart application results in straightforward, engaging experiences for customers.
At GWIT, we continually grapple with the marvels of today’s digital world. We encourage clients to question what has gone before and to move to digital ways of working. As one said:
The pinnacle of the motorsport world is Formula 1. Here new technologies are developed that later enter mainstream motoring.
Away from the motorsport world, at GWIT, we keep an eye on what world leaders in emerging tech are focusing on.
These are the technologies that will next influence our daily lives, with or without us realising it.
Quantum technology is already being used in our daily lives, for example in the ultra-precise atomic clocks behind your car’s satnav system, and a vast array of other microelectronic devices. But that’s just a taste of what’s to come. Another revolution is already taking shape.
But in the context of savings from implementing digital workflows and questioning ways of working, it’s not very ambitious.
We know that a number of government departments now make use of cloud-based platforms such as ServiceNow.
But what’s not clear is whether there is a robust system for assessing whether work moved to digital platforms passes the, ‘why on earth are we doing this?’ test.
All too often at GWIT we see businesses wanting to replicate manual processes on digital systems.
… is a common refrain. It’s understandable because change can feel threatening. But taking such a stance is a wasted opportunity.
Implementing digital workflows is a golden opportunity to step back and reflect.
Why are we doing this?
What value does it add?
Can we automate this?
Done well this process always delivers significant productivity gains. Plus it frees people up to do more valuable work.
Culling ’10 projects’ per department is an arbitrary number. It certainly won’t be effective if the remaining projects all continue to run inefficiently.
Huge BAU productivity gains are there to be had across the public sector, from GP surgeries to government departments.
In a post-Brexit world, will there be innovation aplenty, along with better ways of working across our public services? Or just more of the same old done in a way Sir Humphrey would be proud of, but pretending to be 5% cheaper?