During Oracle’s recent virtual summit, “Deliver Remarkable Experiences with Connected Field Service,” I had the opportunity to talk to Oracle partners and customers about how to elevate your customer and employee experiences.
During my segment, I spoke about the value of bite-sized goals, feedback (both positive and not-so-positive), and the value I put on collaboration.
When preparing for this conversation, I thought about what examples I could offer that were real, relatable, and truly human, which made me reflect on some of the solutions I’ve focused on in both the tech and communications industry. Naturally, as a CX maven at Accenture with more than a decade of experience in service-related roles, I was drawn to service-oriented stories.
The past two years have been a rollercoaster for businesses—global pandemic, shifting to work-from-home, and the Great Resignation. We’ve all been on this ride together, and while it’s been longer than expected, I’m beginning to feel as though the ride is finally coming to an end.
It has taken fortitude and resilience to make it through the ups and down, and it’s those qualities that can prepare us for new adventures, too.
It’s up to service leaders to adapt to the shifting landscape—and embrace the opportunities this shift provides.
Hitting strategic goals during times of uncertainty can be a daunting task, but it can be accomplished if you follow a few slightly obvious but impactful steps to help you effectively manage those new opportunities and give you the best chance for success.
Before we get to the actual steps, though, I’d like to share one of the many examples where I saw this approach successfully put into practice.
I recently worked on a complex quote-to-cash project that involved many critical delivery practitioners from Project Management Office (PMO), Technology, and Strategy & Consulting teams. It also included subject matter experts for Oracle B2B Service, Field Service, ERP, Supply Chain, CPQ, and Sales, as well as quality-focused experts and AMS resources.
Even though the client was wholly committed to the process, change management, and collaboration, it was still a massive undertaking—and a big adjustment. So, where did we begin?
First, we needed to determine areas where we could make the most impact, then break it down into steps so that our client could complete this large endeavor effectively.
To achieve the most audacious goals, buy-in from the enterprise is non-negotiable. Once we had this buy-in, we could break the project into manageable steps. When we did that, we were able to deliver a return on investment (ROI) for our client more quickly and witness real, repeatable, and impactful change.
Our approach includes these four essential steps:
Be transparent about business priorities, and connect your changes to the desired outcome. To lead with change, you’ll have to make hard decisions that might be uncomfortable. You’ll most likely have to implement process improvements, so bring the right team to support you.
Set achievable goals, then break those goals into bite-sized steps. This could mean taking a phased or Agile approach. I’ve been involved with many scaled Agile projects; the most successful ones have focused on program increments of 10–12 weeks. When the project increments run longer, teams become fatigued, business stakeholders lose confidence, and ROI is missed. Don’t try to do it all in one phase. Instead, make incremental innovations. #tinyinnovationseverywhere
Check in with yourself, your team, and your stakeholders early and often. Collaboration is a must in customer experience and service. Thinking, interpreting, or developing in a silo never ends well. Are you communicating, demonstrating progress early and often, and actively listening to what’s really being said? Successful transformation depends on regular reflection and recalibration.
This is twofold. Ask yourself who can help bring your goal to fruition and what specific tools you need. On the technical side, I recommend looking at what researchers, industry analysts, and other industry experts are saying. What solutions do they recommend for your particular business needs? If your goal is to be a market leader, these two pieces are crucial.
When you’re successful in your bite-sized goals, look for more ways to continue to grow and thrive. Having a plan or a long-term roadmap of goals and room for continuous change fosters a culture of growth opportunity and market leadership.
For more insights from my summit session, view the complete recording below.
And be sure to check out the highlights from the event or review the replays from an array of other industry leaders for more information on the power of connected field service to deliver remarkable experiences for both customers and employees.
Rhianna Albert is a CX Leader in the Oracle Practice at Accenture with over 20 years of knowledge. She is certified in Oracle technologies and one of two Oracle CX-focused Aces. She is an avid reader, mother of three boys, and a fan of all things Disney and Star Wars.