Companies spearheading toward digital transformation—adopting innovation and technology to make businessmore agile—must not forget aboutincubating customer satisfaction.
A research conductedby McKinsey has revealed that over 70% of digital transformation projectsfail, which are defined as “large-scale attempts to obtain substantial, sustainable changes in performance,enabled by long term shifts in capabilities, behavior and patterns of employees”. This report has also showcased that main reasonthat leads to project failure include the under-investment in three crucial aspects: communication, behavior and training. It might not be a surprise to many people who have undergone to a digital transformation project.
The disrupting wave of digital transformation left no businessto tap the power of convenience, agility and efficiency. From healthcare industries to travel &tourisms, every business is turning on their digital phase to scale up the performance as well as productivity so that they will survive in their fierce competition.
In order to become a customer-centric digital enterprise, you have to face many challenges such as digital strategy ownership, organisationalreadiness and outlining metrics to measure digital success. It is quite interesting to see how enterprises are starting to change their approach and begin spending on internal training to boost the ability of their in-house resources to deliver a better customer experience.
To understand this customer-focused digital transformation, you can consider the followingexample of Wiley publishingcompany.
Wiley, a renowned publishing firm with a 209 year old history as a traditional publisher is in the process of digital transformation to become a digital customer-focused learning enterprise. Top decision makers of this firm have realizedthat in order torender better help to students, researchers and corporate professionals should develop the skills they need to succeed. It meansthey too have to nourish their own skill sets to take the advantage of digital transformation.
Wiley’s Chief Marketing Officer, Clay Stobaugh, also states that
“It is very important for our firm to not only provide knowledge to our worthy customers, but also for our internal team. By spending money in internal training programs, we at Wiley are encouraging our marketing team to develop & nourish the skills which are required to better cater our customers and, eventually, enhance business performance.”
This aforementioned comment by Wiley’s CEOhas showcased that how a traditional business is enriching their customer experience by investing in developing the skills of their internal staffs.This is true for any businessbe it traditional or modern. For a call centre enterprise aiming tobecome a part of digital transformation, shouldinvest just same amount in their marketing team, staffs involved in call centre outsourcing services, as they do inintegrating new technology.
But, it is not about developing and learning new skills, in fact, it’s also about what you do and how do your implement those skills to leverage your customer experience.
For example, if you get back to the report published by McKinsey, “the 24 actions of transformation project” that they explain, in their experience supports“the successful implementation of transformation project”but, there is little bit information found in context to customer. As a result, it is a thing to get worried about that customer might be getting lost in the process of digital transformation. This is even supported in the research conducted by Amdocs.
This reportincludes following:
- Amdocs research shared the same concerns about skills and represented that “adopting the right skills” as the leading factor that would most help companies in digitally transformed themselves.
- Next factor is ‘business agility’which was considered as the most critical ability to survive and thrive in this digital wave of transformation.
- But, in major part, customers are not adapting the new digital channels that are being developed to ensure utmost convenience for them.In fact, customers are suffering from low digital channel adoption rates and this is one of the biggest challenge for enterprises to gain the pace of digital transformation.
Now, the problem with such researches is that whilst these companiesfigure out the need for new skills, technology for becoming more agile andefficient, then“low digital channel adoption rates”interprets that they still have to do rigorous work to keep their customers on the track.
In short, if you really want to transform your international call centrewith the up surging digital evolution, then make sure that you must take your staffs involved in effective call centre outsourcing servicesand customers with you.