CUSTOMER EXPERIENCE COMMUNITY OF PRACTICE

CUSTOMER EXPERIENCE COMMUNITY OF PRACTICE

Implementing and Sustaining Change within Customer Experience

Our focus this month is implementing and Sustaining Change within Customer Experience, you will walk away with:

An understanding of the collaboration

capability enhancements

required to deliver better customer and

community outcomes

An awareness of future Whole of

Government initiatives to develop change capability and

culture within the NSW Public Sector

Unique insight into Treasury’s

transformational journey of ‘putting the customer at the heart of everything

we do’

A better understanding of

the important relationship

between customer experience and effective change

management

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The Final CX ComPrac Event for 2017 is presented byTreasury NSW and the Public Service Commission in partnership with

the Change ComPrac

Graeme Head, Public Service Commissioner

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Vicki Telfer, Executive Director Industrial Relations Group

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The WHY? Followed by the HOW and the WHAT.

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Ask the customer what they think and what they need.

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Qantas’ Customer Value Proposition – a snapshot!

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Qantas’ Customer Value Proposition – a snapshot!

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Qantas’ Customer Value Proposition – a snapshot!

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Whole system review using technology and connecting every role across the customer supply chain.

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What is our why, how, what story?

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WHAT?

HOW?

WHY?

Putting the Customerat the Centre of

everything we do in Treasury to provide a world class customer

experience

Using the Customer Relationship Model

Providing ONE Treasury World Class advice for the Customer

Our Customer Relationship Model where our agency customers are at the centre of everything we do.

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Board

Shareholders

CEO

Customers

Citizens

Cabinet

Treasurer

Secretary

Agencies

ABPSales/service

The Treasury CRM is a set of practices, strategies and technologies that Treasury will use to build customer engagement.

The focus of this work is on driving better Treasury and Agency relationships to ensure a better service to the citizens of NSW.

Corporate Public sector

We have been listening to our customers (2016 Customer Satisfaction Survey).

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» 80% overall satisfaction – reflects strong relationships.

» Good technical knowledge and independent analysis

» Provides reliable advice and problem solving abilities

» Valuable early involvement in policy processes

What does Treasury do well?

ConsistencyCoordinationCommunication

ConfusionConflictionContradiction

Key dial turners Key derailers

How do our customer experience us?

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Treasury

Agency

ABC XYZ

?

Example A:Different parts of Treasury providing conflicting advice

Common in the policy development conversations when there are competing internal interests.

Leads to ‘answer shopping’.

Example B:Various parts of Treasury commissioning work from agencies, often to the same deadline

Common in the provision of budgetary and other data where there are shared responsibilities.

Example C:One part of Treasury not consulting effectively on a policy reform that they are asked for advice on with areas of Treasury with specialist knowledge on the subject.

Often leads to sub-standard advice that does not reflect the real Treasury position.

!!!?

?

AgencyTreasury

Agency

Customer Relationship Model

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Better understand our customers’ business to ensure provision of high

quality advice

ENGAGEMENT WITH THE RELATIONSHIP LEADEnsure the Relationship Lead understands services offered

to deliver high quality advice and provide customer feedback to relationship leads

ENGAGEMENT WITH THE SERVICE PROVIDERUnderstand services offered by the Service Provider to

ensure the provision of high quality advice and provide customer feedback to product specialists

RELATIONSHIP LEADEnsures the customerreceives ‘one Treasury’

advice to support customers to deliver better outcomes

for the people of NSW.

CUSTOMERSomeone we engage with or someone

who engages us to achieve better outcomes for the people of NSW. (e.g.

Agency / SOC)

SERVICE PROVIDERProvides specialist advice,

partnering and supporting customers to deliver better outcomes

for the people of NSW.

Treasury CRM Principles

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The model places the customer at the centre of everything

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Relationship Leads provide clearer accountability & information to drive effective client management

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The project team is developing a catalogue of our service offerings for our customers

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Culture and Capability Program

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• Determine baseline Customer Satisfaction

• Build Organisational Awareness of the need to change

• Integrate the launch of One View and how this will enable us to provide one TSY voice to the Customer

• Define our ‘Customer Experience’ (the Why)• Road Show Customer Experience / Future state• ‘Working Collaboratively’ simulation - one TSY Voice

• Establish Customer focused capabilities / update role descriptions and PDP objectives.

• Capability gap analysis to determine individual learning needs • Update existing leadership programs with customer lens

• Capability pathway mapped to existing / bespoke online learning

• Identify critical experiences to support learning by cross functional / cluster collaboration (co-location / talent swaps)

ORGANISATIONAwareness / Desire

Knowledge / Ability

Reinforcement

INDIVIDUAL

CULTURE

• Customer Net Promoter Score • Annual Customer

Survey

• Performance and Development Plans / Calibration

• Talent • Mobility

• Culture Surveys • People Matters

Survey• Beyond Awards

We are developing an awareness and desire of the change required. I now know what good looks like!

We are building capability to deliver a World Class Customer Experience!

We are building a Culture where the Customer is at the Centre of all that

we do!

Q 1- 2 2018

Q 1- 2 2018Q 1-2 2018

Q 1-2 2018

Q 1-2 2018

Q 1-2 2018

Q1-2 2018

Q1-2 2018

Q3-4 2018

When Measures

Q 1- 2 2018

Q 1-2 2018

• Leverage the review underway; using the Customer as a key cultural lens

• Review output will support design of the collaboration simulation• Reinforcement activities to be developed to support customer

centricity.

Q&A PanelVicki TelferExecutive Director IR Group, NSW Treasury

Brigitte FairbankExecutive Director Human Resources, NSW Treasury

Shaun SmithDeputy Secretary Corporate Service Partners, Industry

Catherine GrummerAssistant Commissioner, PSC

Change Management & Customer Experience

PMES Questions DPC DFSI Edu. FACS Health Ind. Justice Transp Treas. P&E

2a. My workgroup strives to achieve customer/client satisfaction

92% 88% 89% 87% 86% 89% 78% 84% 92% 88%

6b. I feel that senior managers effectively lead and manage change

64% 50% 48% 40% 43% 44% 37% 41% 61% 42%

7c. I feel that change is managed well in my organisation 53% 43% 38% 29% 41% 34% 30% 33% 50% 31%

NSW Public Sector PMES Results 2017

Aligning Change and Customer Experience

Change Management Customer Experience

Change readiness assessment CSAT & Net Promoter Score

Stakeholder analysis Customer demographics & segmentation

Change impact assessment Customer focus groups

Change Strategy CX Strategy

Communications Plan Marketing Plan

Training Needs Analysis Usability Analysis

Risk & Issue Management Service Recovery

Thank you