Digital Disruption and the

Impact on Client Experience

A T&O Client Advocacy Office Project

Final report was concluded in July 2016

Source: Roger James Hamilton, Entrepreneurs Institute

Agile Team
9 two-week sprints | Iteration manager rotation | Connections Cloud community | Distributed Agile techniques

Linda Puschauver

Bernadette Davis

Sean Williams

Client Advocacy Office

Governance Lead
Product Owner

Transformation Consultant
Enterprise Enablement & Ops

CIO Business
Integration Mgr. O2C

Aimee
Cunningham
PM, Mergers,
Acquisitions &
Divestitures

Patricia
Zhao
Program
Manager,
Bid Management

Ana Ielo

Carlos Felix

Incentives Centre Ldr.

Manager, Production
Procurement Sourcing

Approach
Conduct a research project to understand the impact of digital
disruption on B2B client experience from an external
perspective.
Articles, reports and interviews

90+ source documents published in last 3 years; 86% of research from

the last 18 months

Hypothesis
As the rate and pace of digital adoption by a company increases,
a company should focus its investment in client
experience to the individual consumer within companies.
Lines between personal experiences and business experiences
continue to blur and in many spaces, consumer digital
experiences are far more advanced, integrated and
engaging than their business counterparts.

Our research findings support this hypothesis.

5

Digital and customer experience strategies are

inexorably linked It isn't only the case that the
customer experience is the heart of digital;
digital is also the heart of the customer
experience.
Forrester, Oct 2015
6

Five Reasons Why Digital & CX are Linked

more business customers

willing to pay for an
improved customer
experience
- Avanade
(Accenture & Microsoft
joint venture)

of business customers
consider social channels
more important than
conversations with a
salesperson
- Avanade

of the global workforce by 2020 will be

Millennials who expect a hybrid CX that is
digitized, streamlined, and mobile-friendly
- PwC

of the buyers decision-making

research is done online before
they even contact a vendor
- Forrester

of business customers believe

technology will primarily replace human
interaction with sellers in the next 10
years
7
- Avanade

Spectrum of Client Experiences

Buy

CSuite

Individua
l

Use

PERSONAL
RELATIONS
HIP

TRUSTED
PARTNER

DIGITAL
EXPERIENC
E

PROACTIVE
ADVOCACY
& SUPPORT

What digital competencies

improve clients experiences in
the digital world?

Digital Competencies for Client Experience

Price
Transparency

Customer
Preferences

Automated
Purchases

Inventory
Individual
Transparency Order History

Speed of
Delivery

Trial of
Products

Product Info

SOCIAL

MOBILE

ANALYTICS

CLOUD

IOT

10

Availability

Challenges in Digital World

Businesses are
operating in silos
no shared KPIs

Poor integration
between traditional
and digital marketing

A disconnect with
customers reality
leading to loyalty issues

Lack in speed of
innovation

11

How are Companies Addressing It?

By 2018, more than 50% of
organizations will implement
significant business model
changes in their efforts to
improve CX.
Gartner Research

The cost of customer retention

is ramping up. Digital marketers
spend almost as much to keep
buyers (45%) as they do to gain
new ones (55%)

Customers believe they have a

relationship with a provider
once they have transacted
[and they] believe they should
be recognized by the provider

Client Heartbeat

Gartner Research

Intelligent agents will use trust metrics to decide which customers see your brand. As strategic
differentiators and competitive disruptors change the trust landscape, consumer protection groups and
trade organizations will start publishing integrity and transparency scores. These scores will become
integral to the algorithms that intelligent agents like Google Now and Amazon Echo use to match
consumers to brands and products
Forrester

12

DICE Recommendations
Trust as a Metric

Disrupt inside

Get ahead on advanced metrics for example trust

quotient; new tools will automatically filter out less
trusted companies

Change company culture at all levels towards digital

experience in day to day work environment

Reaching the Next Generation

Outside in view

Start building brand experience with the next

generation early-on to create familiarity and
ultimately brand loyalty

Co-create products, services, solutions with clients to

ensure central focus on their needs

Concierge Service

Catalog the Free

Deliver digital concierge service with Watson that

helps customers with IBMs offerings and their own
purchases, support

Get transparent on freebies sellers can access to entice

customers; enable expert and new sellers to efficiently
make investments and that drive ROI/customer retention

Digital Capabilities

Business Model Changes

Focus the client experience journey not solely on

digital technology but on the digital capabilities
needed to reach the individuals within businesses

Customer Success Manager

Appoint new role to proactively provide service to
customers by addressing problems before they
happen

Embrace the digital disruption required to significantly

change to a business model that yields a positive digital
client experience to the individual

Personalization
Drive personalization to every level to support better
physical and digital interactions

13

Implementation Plan
Opportunity

Executives

Managers

Employees

Trust as a Metric

Monitor cross-function
achievement of trust metrics

Establish and measure trust

metrics beyond Net Promotor
Score (NPS), such as integrity
and transparency scores

Continue to live IBMs values

with customers and each other
in every interaction

Devise strategy to reach the

next generation, using the
schools as one of the platform
to execute ideas
Provide the required investment
dollars on product development
for next-generation users (e.g.
students wearable devices for
payment for food and
stationery)

Look out for opportunities on

program development within
schools
Serve as companys brand
advocates

Ideas contribution, participating

in projects and initiatives
Conduct research on these user
groups through observations
and surveys
Engage in community events
Serve as companys brand
advocates

Sponsor development of
Concierge (virtual & real)
Reinforce the vision that virtual
assistants still rely on humans
its all about people, even if
digital experiences facilitate the
interactions

Identify scope of services and

knowledge to be provided by
the concierge and assess
current expert roles
Use and teach the concierge
on frequent questions, by area
of expertise
Use collected information to
improve CX and become an
advocate of customers
interests
Build the right team to deliver
the concierge service (guild)

Heavily use and feed the

concierge with key data on
IBMs offerings and customer
relationships
Monitor and continuously
enhance available information
Help the concierge learn natural
language
Act as mobilizers to test and
build usage

Get ahead on advanced metrics

for example trust quotient;
new tools will automatically filter
out less trusted companies

Reaching the Next

Generation
Start building brand experience
with the next generation earlyon to create familiarity and
ultimately brand loyalty

Concierge Service
Deliver digital concierge service
with Watson that helps
customers with IBMs offerings
and their own purchases,
support

14


Opportunity

Executives

Managers

Employees

Digital Capabilities

Align investment dollars to gaps

identified in assessment of
digital capabilities

Conduct an assessment of
digital capabilities against
current business realities. Link
the companys CX investment
to any capability gaps
Share the strategy and
translate it to executable goals
for teams
Assess skills needed to execute
digital plan
Sunset all one-off tools that do
not support a single cohesive
digital client experience

Deliver with speed and

implement with user experience
outcome in mind

Invest in the role of CSMs

Support retention-based
bonuses for the CSMs who
successfully retain clients

Sponsor projects that will

deliver the tools for employees
to focus on client retention
Provide a CX learning platform
that is easy to access for all
employees
Showcase the top 3-5 CSMs
quarterly & wow-stories of CX

Keep skills current to read,

understand, and interpret data
and allow swift reaction and
communication to the client
Build trust with clients

Focus the client experience

journey not solely on digital
technology but on the digital
capabilities needed to reach the
individuals within businesses

Customer Success
Manager (CSM)
Appoint new role to proactively
provide service to customers by
addressing problems before they
happen

15

What went well?

What Didnt Go Well?

How Can We Do Better?

16

Thank You

Other Implementation Plans

Opportunity

Executives

Managers

Employees

Outside in view

Work with legal and others to

develop new ways of working
that support co-creation with
clients (e.g., ICAP complexities)
Take action now on new
insights and external views to
stay ahead of competition

Establish a focus team to look

out for disruptive technologies
Take action now on new
insights and external views to
stay ahead of competition

Listen for and act on customers

needs and wants, not just
features and the
technologies capabilities
Offering managers, designers,
and developers partner with
clients

Adopt new ways of working and

communicate strategy
Invest in resources that enables
adoption to digital
transformation (mobile devices,
tools & apps)

Map out the journeys for

different processes to assess if
applications are well integrated
into corporate back-end
systems
Provide sales & support
enablement with mobile
devices, online customer tools
(relationship, pricing, support
center)

Embrace the challenge to

innovate the workplace
environment
Commit to learning and self
education
Act as influencers in our own
internal relationships to
increase new workplace
adoption

Provide input into the Catalog

the Free content because your
perspective will be unique to all
other levels of the organization

Advocate for a Catalog the Free

Project
Support sales tools and training
to your employees
Be an active member in
providing input into the Catalog
the Free content

Embrace the digital tools made

available to you so that you can
leverage all the free things that
your company can provide that
sets your offering apart from
the competition
Be an active member in
providing input into the Catalog
the Free content

Co-create products, services,

solutions with clients to ensure
central focus on their needs

Disrupt inside
Change company culture at all
levels towards digital experience
in day to day work environment

Catalog the Free

Get transparent on freebies
sellers can access to entice
customers; purpose is not cost
cutting but to enable expert and
new sellers to efficiently make
investments and that drive
ROI/customer retention

18


Opportunity

Executives

Managers

Employees

Business Model
Changes

Crisply define the strategic

vision
Provide required investment $
Develop shared KPIs on digital &
CX across all business units

Establish central leadership for

client experience transformation
with a cross-functional team
Share the executive strategy
and translate that to executable
goals for teams
Kick off a CX next evolution JAM

Actively listen to client feedback

and find business model
transformation opportunities
Support the executives strategic
vision

Drive vision of know thy

customer at all levels of the
organization
Sponsor and fund required
technology solutions (data,
analytics, cognitive) to put all
customer info together across
siloes and make it accessible to
the organization

Provide cognitive and analytics

solutions that take customer
personalization to the next level
Deliver training to employees to
take advantage of greater
customer insights
Sunset all one-off tools that do
not support one version of
customer truth

Use cognitive and analytics

solutions to improve customer
experience (personalized
solutions, digital and physical
interactions, etc.)

Embrace the digital disruption

required to significantly change
to a business model that yields a
positive digital client experience
to the individual

Personalization
Drive personalization to every
level to support better physical
and digital interactions

19

References
DICE Source List
July 2016

DICE Source List

20