The pace of change has exceeded the rate of human capability to absorb, and enterprises are struggling to keep up.
The real issue is, how to increase the ability for people to understand the technological changes and their implications more clearly, and to take concrete actions within their organisations.
Although all embracing, the term digital has expanded to include, block chain, artificial intelligence and machine learning amongst others including the increasingly pervasive adoption of the Internet of things (IoT). Automation, and voice-enabled technology are becoming the new norm and consumers are increasingly expecting this when they engage with businesses.
The convergence of AI, IoT and Big Data will give rise to a wave of new advancements, with which enterprises now have to contend, some are ready, but the reality is that many are still far off the mark.
We, here at Synergy Organisational Solutions, believe that innovation in technology is setting the pace and dictating consumer behaviour, expectations and standards. Enterprises and specifically, Customer Care are being forced to keep up or be left behind. Companies, like Apple are leading the way demonstrated by the news that they have become the first $1 trillion public company, with their commitment to market disruption, innovation, pushing technological boundaries and of course to delivering a memorable customer experience. Enterprises are having to contend with and respond to fast moving technological innovation to survive.
But what does this mean for the Customer care sector? innovation brings opportunities, but to Customer care professionals already having to deal with increasing levels of complexity, this presents a real challenge.
Building a digital technology infrastructure centred around the customer is relatively easy. The challenge is operationalizing data-driven decision-making that impacts the health of the business and creating an infrastructure that will facilitate and simplify customer access, rather than delivering a “bolt on” of solutions with “sticking plasters”, hoping this will satisfy the digital Customer agenda.
Consumers expect companies to deliver value and efficiency whenever their two worlds converge and if companies get it wrong, there are repercussions, and these are exacerbated in the digital world.
With the increasing focus on using advances in technology to deliver smart cars, smart cities, smart homes, the question is, what’s next? We would like to introduce smart Customer care. But what does this mean for customer care leaders
We here at Synergy Organisational Solutions have seen many companies struggling to achieve the goal of “smart Customer care” in its true sense, omni channel, automated solutions using cutting edge technology.
The technology exists but blending this with legacy systems has created a real headache for Customer care leaders, in addition, there is much confusion and varied interpretations of the term digital, often AI and machine learning are bandied around in the same breath, the question is, do enterprises really understand the difference or are they simply following the hype? This presents a significant risk for enterprises as without a common understanding, there is the risk that what is delivered within their organisation may or may not be right.
Companies are struggling to rebuild their digital Customer care capabilities without the needed clarity, required talent and impeded by dated legacy systems. These challenges have prevented companies from creating a more fluid, agile digital culture that embraces digital innovation and as importantly responds to the demands of their customers.
This year enterprises are expected to invest $1.3 trillion (USD) in digital transformation initiatives to apply digital capabilities to improve efficiencies, increase customer value and create new monetization opportunities. Tragically, research tells us that 70% of these initiatives will not reach their stated goals. That equates to over $900 billion worth of spend that will miss the mark. - Steven Zobell, Forbes Technology Council
In a highly competitive market, with low barriers to entry and consumers with low tolerance thresholds for poor service. Is this a risk that Customer care leaders want to take?