Enabling Digital Business Leadership Henry Minogue CIO UPC Ireland - - PowerPoint PPT Presentation

Enterprise Capability: Enabling Digital Business Leadership

Henry Minogue – CIO UPC Ireland 9th September 2014

@Henryminogue

• Who is UPC ?
• The Digital Journey
• Know your digital customer
• Digital Strategy Impact on IT Departments
• Some UPC Examples
• Size Of the Prize
• Digital Governance

Presentation Contents

2 IVI Autumn Summit 2014

Ireland United Kingdom Switzerland Germany Poland Austria Hungary Romania Belgium

Europe

Netherlands Chile Puerto Rico

Latin America

Czech Republic Slovakia

UPC Ireland – Part of Liberty Global

UPC Ireland Key Statistics

• 823K Homes passed with HFC Cable

(51% of Irish homes)

• 524K Customers
• 1,092K Services Provided
• 415K TV
• 352K Broadband
• 325K Telephony

Source: UPC Q2 2014 Results

Overview UPC Ireland

CORK SLIGO GALWAY WATERFORD DUBLIN

Naas Navan Cellbridge / Maynooth Newbridge

LIMERICK

Portlaoise Athlone Carlow Thurles Clonmel Kilkenny Sallins / Clane Kilcock Ballbriggan Swords Malahide Mullingar

Today 45% of Irish homes can receive 200Mb

4

In excess of 1 billion euro investment since 2006

Significant National & Regional Employer

Employs 824 people and creates a further 641 additional jobs for Irish contractors

• Customer Service
• Sales & Customer Loyalty
• Credit Management
• Technical Support
• Networks/Engineering
• IT
• Stores & Facilities
• Human Resources
• Piracy & Fraud
• Marketing
• B2B
• Finance
• Network Deployment
• Field Operations
• Legal & Regulatory
• Program Management
• Human Resources
• IT
• Procurement & Facilities
• Billing
• Corporate Support

5

Limerick Operations Centre

Dublin Headquarters

The Digital Journey – 2001 TV In Ireland

Analogue Signal 17 Analogue TV Channels

A Product Driven Engineering Company

The Digital Journey – 2014 TV Expectation

A Customer focused Entertainment Company

The Digital Journey

Operational Improvement Customer Experience New Business Models

44% 30% 26%

• Enhance existing products

& Services

• Launch New Products /

Services

• Improve the Experience
• Improve Internal

Communication

• Enhance Worker Productivity
• Automate Processes
• Transition Physical

Products to Digital

• Launch New Models &

Businesses

• Expand reach to new

Customers & Markets

How are Enterprises using Digital ?

Source: Sloan Review, MIT 2013

The Digital Journey

“The journey is not just about the digitisation of the product set but the digitisation of the complete customer journey lifecycle”

• Interest Me -

Marketing

• Buy It
• Sales
• Receive It
• Dispatch Customer Equipment
• Connect It
• Provisioning
• Help
• eCare (Chat, Apps, Online)
• Invoice Me
• eBilling
• Disconnect Me -

Voluntary / Involuntary Disconnections

End to End Customer Journey Digital Strategy Required to move these activities from Physical to Digital interactions.

The Digital Journey

• Use Digital to simplify and improve the performance of customer

processes, this will save time & effort for customers, improve their experience and take cost out of the business.

• Migrate existing transactions from high-cost physical to low-cost

digital channels, making it easier for customers to engage through intuitive, real time tools and channels such as electronic billing / payments, personalised online sales & Chat.

• Enable new interactions on digital channels, giving customers

greater control an better products / services such as ralt time usage tracking.

The Digital Journey

• Establish Leadership, set goals
• Digital Steering Board / No silos.
• Determine Ownership
• Assess your organisations Digital readiness
• Digital Culture / Digital Customer Advocate
• Start from the point of User Experience. Do you truly understand your customers

both digitally and offline?

• Measure the right things.
• Innovate and Allow for Failure
• Its new / Its evolving / Digital users habits are continually changing.
• You wont always get it right
• Fail but Fail Fast.

The Digital Journey

12

• 5. Digital customer

journey

• 3. Enhance digital

effectiveness

• Shift from Big data

to smart insight

• Targeting/eLIfecycl

e

• Multi-device/multi-

touchpoint

• Digital governance

& KPI alignment cross channel

• Multi-channel sales &

service

• Digital lifecycle
• Integration of content

and entertainment

• Enhance

personalization across lifecycle/targeting

• Advance eCare

experience

• From acquisition to

value management

• Content

development & generation

• eCRM integration
• 4. Create frictionless

digital experience & personalisation

• 2. Develop & deliver

digital tools to support

• verall digital

effectiveness.

• Productising on line

& establishing the platform to drive registration and usage

• Deliver a new set of

leading edge tools to power our next wave of growth

• CQ5
• Personalise

d Sales

• My UPC
• 1. Build digital

foundations

• Centralise online
• perations.
• Create centralised

communications platform for online activity & planning.

• Build an online

centre of excellence. Building the Digital Foundations Delivering the Digital Strengthening the Digital Foundations Grow & Personalise Digital Experience

One Step at a time !

Know your Digital Customer

Thoroughly understand your ultimate customer Journey Document the differences between the current physical journey and that of Digital customers Understand what is required to overcome the obstacles to engage the digital customer

Know your Digital Customer

“The measurements that got companies to their success in the physical world will not get them to where they need to be in the digital world” “As companies move closer to a fully digitally enablement environment with all of its associated efficiencies - we need to be careful not to lose the emotional connection we have with our customers”

• We will see them less.
• We will talk to them less.

Know your Digital Customer

• Is your Digital end to end Journey Mapped ?
• Do you treat all your digital customers the same ?
• Just because companies go “all in” with Digital does not mean your

customer are prepared to do so also.

• There are several levels of digital competence that need to be

considered and the journey experience should be segmented.

Know your Digital Customer AMY

• Pre-family
• 27, Living with

Brian, no children

• Renting house / modern

Apartment

• Account manager at Facebook

with below average income and lives beyond her means

• Mainly public transportation
• iPhone 5, Macbook Air, Samsung

flatscreen TV, iPad, Xbox, PS5

Amy’s prefer email and if you’re not in their address book they won’t answer your calls. Amy’s are digital savvy and prefer Self install, Chat Care, Online Sales and prefer not to have to talk to an agent. Amy’s has high digital expectations and expects companies to deliver on this.

Know your Digital Customer

Dave prefers to talk to people Dave is busy and while keen to embrace digital process he can get annoyed Dave is time and money

• sensitive. He over-estimates his

digital capability and can get lost in the process.

DAVE

• Older/Adult Family
• 48, Married,

2 teenage kids (13 & 16)

• Semi detached, 3 bed

house in Raheen suburb

• f Limerick
• Self employed electrician

with average salary

• HTC Android

smartphone, old Dell laptop, LG 40” flat screen tv, second hand game console

Know your Digital Customer JIMMY

• Elderly
• 64, Married,

empty nest

• 3 bed detached

house in D7

• Retired engineer with

good pension

• Second hand
• Budget Windows PC,

Budget 32” flat screen TV, budget smartphone and DECT phone

Jimmy prefers face to face communication Jimmy is not interested in embracing digital processes

Just show me RTE I have no clue what to do with it

Jimmy rarely get to grips with anything digital except the very basic functions but when he does, he’s very happy. Jimmy goes to Friends and family for first line of care

Digital Strategy Impact on IT Departments

“Never has IT been closer to the end-customer than in the digital age”

• IT delivers more and more customer facing business solutions.
• Do you have the right skills to facilitate this ?
• IT focussed with analytics, programming, social media, and digital

marketing skills in high demand. UX Experts, Journey Mappers.

• It’s a different mind-set. Your IT employees need to be capable of walking in

the footsteps of your customer.

• Traditional Development / Delivery models becoming less relevant (Agile is

becoming the norm)

• Some IT departments provide the Infrastructure, Security, Project Management

but the Development / Roadmap is owned by a core digital team embedded elsewhere in the organisation.

• IT resources need to be more commercially focused and be prepared to

embrace the art of the possible

Digital Strategy Impact on IT Departments

Digital Skills Requirement

The Second UPC Report on Ireland’s Digital Future - amárach research 2014

UPC Digital Examples

To deliver an Extraordinary Customer Experience through our Differentiated Digital Hub.

Single-Sign-On

• My UPC App
• Horizon Go TV
• Horizon Wi-Free
• Horizon Phone

UPC Digital Examples

?

Help & Support

 Drive Service to Digital  Knowledge base (FAQ, help videos, manual)  Online guided flows, online tools  YouTube channel help videos, SmartVideos

MyUPC

 Billing & payment  Service management  Acount profile management

?

Online Assistance

 Live Chat, Virtual agent  Contact form

?

Social Media Care

 Forum  Social media advisors  Twitter feed / Facebook page

?

22

?

Digital Care Ecosystem (It’s not just Sales !!)

UPC Digital Examples

Care Mail Educate and Guide customers to online self-care capabilities to eliminate contacts

Social Care & Care Chat Encourage customers to use alternative methods of contact My UPC Further Develop authenticated

• nline Self-care

capabilities eBilling View and Pay your bills via the online Portal. Encourage an online customer culture. Reward online activity.

Size of the Prize

The Second UPC Report on Ireland’s Digital Future - amárach research 2014

Size of the Prize

The Second UPC Report on Ireland’s Digital Future - amárach research 2014

Size of the Prize

The Second UPC Report on Ireland’s Digital Future - amárach research 2014

Size of the Prize

The Second UPC Report on Ireland’s Digital Future - amárach research 2014

Digital Governance

Who Owns The Digital Strategy and is there a need for a CDO ?

“..this is a great contemporary question! I'd say ideally it's ownership is shared rather than creating a need for a new role. “ “..Implementation of a digital strategy would likely come from a transformation officer. One could argue a company has little future without a digital strategy, but it has to be part of a coordinated transformation of processes to digital. “ “..If a CDO role is warranted, where would lines of responsibility be drawn against the incumbent CIO role (and possibly the CMO)? “ “.. It is the CEO's job to ensure the executive team is working in concert to achieve the organization's strategic objectives. ……. As "digital" is a pervasive term, and impacts people and functions in many ways, it is critical for the leadership team to bring this into focus and execute as a team. So the digital response could be led by the CIO, or the CMO, or another role, ..” “.. Having the role of CDO brings the focus on "digitization" - across the business capabilities i.e. creation of products/services, selling & support of the same & running the organization. The CMO or CIO positions can be augmented to perform this role - based on their bandwidth & more importantly, the ability to work with the

• ther groups (IT & Marketing, Product & Support). “

“.. To govern, measure the success of the role by establishing a Roadmap for Digitization and setting SMART goals for the role aligned with the Roadmap and executed by CMO or CIO or a CDO role. “

Digital Governance

Chairs & Non Executive Directors

• Traditionally recognised as finance and governance specialists. Companies need to be

aware of digital literacy at Board Level

CIO Role

• The CIO role is moving away from the back office function of yesteryear to be at the heart
• f transformation. This role is becoming more commercial and innovative

CMO Role

• The future success in the evolving CMO role rests in the ability to blend the traditional ‘art’
• f marketing with the new ‘science’ of digital and big data.

All Executives

• Need to rethink priorities, investments and performance metrics. Ring-fence funding for

innovation and technology spend.

CEO

• Balance the implementation of a more creative, innovative and digital savvy culture

without losing sight of the commercial imperatives of the business.

Summary

• Organisations must clearly understand and rapidly respond to the changes

digitisation is bringing. This is vital for future financial success.

• Greater use of technology is changing customer behaviour and creating the

need for new business models.

• The challenge now is for companies is how to best respond to the
• pportunities and threats offered by a world where everyone and everything is

connected.

• What is certain is that our economy stands to benefit immensely from this new

era of connectivity.