user experience proposition overview
TRANSCRIPT
VISIT 2010 – Fujitsu Forum Europe 0
Technology & Trends – Room 4
Shapingtomorrowwith you.
User ExperienceProposition overviewwith you. p
Mark. A. NichollsHead of Consulting for Government and the Public Sector, Fujitsu UK and Ireland
15:00 h15:00 h
VISIT 2010 – Fujitsu Forum Europe
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User ExperiencepProposition overviewMark NichollsNovember 2010November 2010
© Copyright 2010 Fujitsu Services
Overview
The traditional approach to providing IT services has been to put the focus on SLAs relating to the technology rather than the user.
Whilst suppliers meet their contractual commitments, there is often a level of dissatisfaction with the overall experience offered. The SLAs might be green but the service feels redgreen, but the service feels red.
We believe that this is because suppliers don’t understand enough about the User Experience delivered and don’t get it rightthe User Experience delivered and don t get it right.
Fujitsu’s next generation of IT managed services will focus much more on the people that use the service. This means going beyond SLAs tothe people that use the service. This means going beyond SLAs to understand and deliver the right User Experience.
This step change provides an opportunity to improve staff advocacy andThis step change provides an opportunity to improve staff advocacy and productivity, using techniques that we believe are new to the IT services industry, but proven elsewhere.
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User Experience - 6 key features
Introduction of Net Promoter Score to measure IT user experiencep
Introduction of a user experience model to understand what drives Net Promoter Score
User segmentation to recognise that people use IT in different ways, each with a different set of priorities
R b l i i i i d i bl i i h f hRobust analysis to generate prioritised, actionable insight for each segment
On going tracking of resultsOn-going tracking of results
Opportunity to commercialise by linking supplier payments to improvements deliveredimprovements delivered
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Net Promoter Score
The essence of NPS is to understand when people feel strongly enough to voice their feelings to others (good or bad)
“On a scale of 0 – 10, how likely are you to speak positively with colleagues about the IT provided for you by the Department?”p y y p
• NPS = % of Users scoring 9 & 10 minus % of Users scoring 0-6• NPS can range from -100 to +100NPS can range from 100 to 100• NPS for IT services is likely to be negative…
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User Experience - 6 key features
Introduction of Net Promoter Score to measure IT user experiencep
Introduction of a user experience model to understand what drives Net Promoter Score
User segmentation to recognise that people use IT in different ways, each with a different set of priorities
R b l i i i i d i bl i i h f hRobust analysis to generate prioritised, actionable insight for each segment
On going tracking of resultsOn-going tracking of results
Opportunity to commercialise by linking supplier payments to improvements deliveredimprovements delivered
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User Experience model
Our user experience model is based on customer experience thinking originally developed outside the IT industryFujitsu’s customer experience model contains 5 dimensions and is designed to ensure that both the physical and emotional aspects of customer experience are fully consideredcustomer experience are fully considered
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User Experience model example
These elements of user experience as we call them often don’t appearthem often don t appear on SLAs, but can make a huge difference to how people think about andpeople think about and use IT – and consequently their productivityproductivity
This model is tailoredThis model is tailored specifically for the client
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User Experience - 6 key features
Introduction of Net Promoter Score to measure IT user experiencep
Introduction of a user experience model to understand what drives Net Promoter Score
User segmentation to recognise that people use IT in different ways, each with a different set of priorities
R b l i i i i d i bl i i h f hRobust analysis to generate prioritised, actionable insight for each segment
On going tracking of resultsOn-going tracking of results
Opportunity to commercialise by linking supplier payments to improvements deliveredimprovements delivered
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User segmentation
Why segment the user base?It i t i ll f ibl t t il i t h i di id llIt is not economically feasible to tailor service to each user individuallyConversely one size rarely fits allSegmentation is a pragmatic mid-ground between the twoSegmentation is a pragmatic mid ground between the twoTypically we would expect to see between 6 and 12 segments based on IT usage types
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User Experience - 6 key features
Introduction of Net Promoter Score to measure IT user experiencep
Introduction of a user experience model to understand what drives Net Promoter Score
User segmentation to recognise that people use IT in different ways, each with a different set of priorities
R b l i i i i d i bl i i h f hRobust analysis to generate prioritised, actionable insight for each segment
On going tracking of resultsOn-going tracking of results
Opportunity to commercialise by linking supplier payments to improvements deliveredimprovements delivered
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What really drives NPS?Asking what is important often results in the answer that everything is important…
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What really drives NPS?Using regression techniques we can calculate what really drives NPS. A different story emerges…
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Actionable insightComparing calculated importance against performance:
1 00
0.80
1.00
ce User experience elements require the most Highly important user experience elements.
Focus Maintenance
0.60
d Im
port
anc
immediate focus.
Where biggest gap between service needs and service performance is found.
Service is delivering what’s needed.
Drop in performance would be critical - high performance must be maintained.
0.40
Cal
cula
ted
Low performing areas and not currently important. Service is delivering good performance, though t iti l t i
0.20
C
Can change over time.
Could be a problem if it does.
not critical to user experience.
Opportunity to redirect investment. Attention -what is important can change over time.
0.000% 20% 40% 60% 80% 100%
P f
Watch Opportunity
Performance
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User Experience - 6 key features
Introduction of Net Promoter Score to measure IT user experiencep
Introduction of a user experience model to understand what drives Net Promoter Score
User segmentation to recognise that people use IT in different ways, each with a different set of priorities
R b l i i i i d i bl i i h f hRobust analysis to generate prioritised, actionable insight for each segment
On going tracking of resultsOn-going tracking of results
Opportunity to commercialise by linking supplier payments to improvements deliveredimprovements delivered
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On-going tracking of resultsUser Experience 2x2 tracked over timeNational picture can be seen by segment or by location
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User Experience - 6 key features
Introduction of Net Promoter Score to measure IT user experiencep
Introduction of a user experience model to understand what drives Net Promoter Score
User segmentation to recognise that people use IT in different ways, each with a different set of priorities
R b l i i i i d i bl i i h f hRobust analysis to generate prioritised, actionable insight for each segment
On going tracking of resultsOn-going tracking of results
Opportunity to commercialise by linking supplier payments to improvements deliveredimprovements delivered
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Opportunity to commercialise
NPS contribution of each supplier can be calculated easily and i d d tlindependentlyImprovements in NPS contribution can be linked to service credits or other commercial vehicles
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Benefits
Improved productivity
Improved Reduced pstaff
advocacyhelpdesk demand
User Experience
Positive impact on external
customers
Reduced frustration
customers
Improved perception
of ITBetter
Serviceof IT Service
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