integrating government service channels february 11 th, 2003 ottawa, ontario, canada

Integrating Government

Service Channels

February 11th, 2003

Ottawa, Ontario, Canada

Integrating Government Service Channels

Agenda

@BMO: Client Expectations

@BMO: Channel Integration

@BMO: Observations

Question Period

Slide 1 2

Background

At BMO, full scale channel integration began about 2 years ago in the Retail & Business bank.

Up to that point, channels came together organizationally near the top of the Bank.

Channels were supported by the Product groups as opposed to a separate Channel Management function.

BMO Channels

Face-to-face, Telephone & Internet


Slide 2

The Facts

Customers are looking for anytime, anywhere, anyhow service.

A customer will use multiple channels to manage their financial affairs.

A customer will use multiple channels for a single transaction.

BMO Mantra

“One Business Multi-channel”


Slide 3

The Implications

BMO needed inter-operability across all customer channels in to meet increasing customer expectations.

BMO needed a more co-operative work environment across all channels to deliver on those expectations.

BMO Mantra

“Seamless Client Experience”


Slide 4

The Challenges

Customer “ownership” culture.

Prioritizing investment opportunities across all channels.

While “good customer service” and “client choice” were critical to our success, we needed our staff to promote self-serve channels and we needed our customers to use self-serve channels.

BMO Strength

Strong customer service culture


Slide 5


Agenda



@BMO: Observations

Question Period

Slide 6

At BMO, channel integration was required across 2 separate dimensions

Integration within a channel

Consolidation of internet channel management

Optimization of call centres

Integration across channels

Aligned our People programs across channels

Developed a shared Technology platform across channels

Aligned our Processes across channels

Re-engineered our Change & Communication processes


Slide 7

Internet Channel Management

Management of the internet channel was scattered across various product and marketing groups within the bank.

There was no single group responsible for the centralized planning and development of the channel for our retail and business customers.

To address the problems, we consolidated the various subgroups into an Internet Channel Management function responsible for:

Channel strategy

Channel development

Channel management

Group now works with the individual product groups to implement their strategies.


Slide 8

Contact Centre Optimization

Within the Bank, there were multiple call centres or help desks supporting various product groups and market segments within the Retail and Business bank.

Each of the contact centres had their own management infrastructure, people programs, technology and processes.

To streamline operations, we consolidated our customer-facing call centres into a single Direct Banking Division responsible for:

Retail Banking sales & service for the internet and telephone channel

Business Banking sales & service for the internet and telephone channel

Centralized outbound sales

The Direct Banking Division became an equal partner with the 5 geographic divisions across the Bank.


Slide 9

Alignment of People Programs across channels

Aligned the Performance Management systems across channels.

Base pay

Incentive pay

Performance Measurement system (ie: sales and service measures and targets)

Identified career paths that encouraged staff to consider opportunities in other channels.

Developed a cross-channel referral programs that rewarded co-operation across channels.

Provided cross-channel learning opportunities.


Slide 10

Alignment of Technology across Channels

Implemented a common technology infrastructure across our entire distribution network – Pathway Connect.

1,128 sites;19,960 workstations

We are currently implementing a common CRM tool across the entire distribution network. This system will enable:

Shared workflow across channels

Shared customer contact history across channels

Shared customer solutions and opportunities across channels

Shared calendaring across channels

50 % complete; fully implemented by March 2004


Slide 11

Alignment of Processes across Channels

At the start of 2002, we moved accountability for process design much further down in the organization and into a new organization group – Integrated Channel Management.

Responsible for process design across the face-to-face, telephone and internet channels for both Retail and Business customers

Responsible for a common process framework across all channels

Responsible for shared process libraries

We have already seen considerable benefits from the new organization. Greater synergy and leverage on new initiatives and better decision-making.

Major focus for 2003 and 2004 is to re-engineer our cross-channel and cross-product processes. At BMO, People and Technology changes were key enablers to successful process changes.


Slide 12

Change & Communication

Moved to centralized co-ordination of all change initiatives

Implementation of all changes scheduled centrally – Traffic Controller

Restricted access to the front line for all Headquarters functions

Streamlined communications to the front-line across all channels

Collapsed all channel specific communications into a single cross-channel monthly “Action Guide” – One Source

Developed a common intranet site across channels – One Source Online

Implementing a Roles-based portal in 2003


Slide 13


Agenda



@BMO: Observations

Question Period

Slide 14

Everyone in the organization needs to “buy-in” to an integrated approach to channel management.

At BMO, linking channel integration to customer needs NOT organizational needs was critical.

Overcoming the client ownership culture is difficult.

Get People and Technology right and everything else will follow

Common people programs Common technology platforms

@BMO: Observations

Slide 15

It is NOT necessary to provide the same functionality on all channels

Customers prefer certain channels for certain services. Listen to your customers - this makes it much easier to prioritize future investments.

Moving accountability for process design and investment planning lower down in the organization was critical. It made investment prioritization and decision-making much easier.

@BMO: Observations

Slide 16


Agenda



@BMO: Barriers and Opportunities

Question Period

Slide 17

integrating government service channels february 11 th, 2003 ottawa, ontario, canada

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