With the help of Manon Bertschy
How can errors be reduced in the work of customer service agents and employees? Is there a way to speed up the processing of files that cannot be automated? Can we control ERP or CRM implementation times and costs?
These questions, and many others, were recently answered during a lunch at the Auberge Saint-Antoine that we organized with Groupe Marketing International (GMI) for a number of Quebec City business leaders.
The project that served as a concrete example to illustrate the point was the implementation of the CODA platform, which supports Hydro-Québec’s LogisVert program.
Developed by TechNuCom and GMI with Odoo ERP, CODA optimizes the management of processes requiring human intervention, while reducing errors by automating business rules. Certified SOC 2 Type 2 to guarantee data security, CODA streamlines the processing of complex files and improves team efficiency.
The 5 keys to success fall into two categories: the implementation method and the system’s intrinsic benefits.
Key 1 – Method => Adopt the FDD (Feature Driven Development) approach
When customer service files are complex, full process modeling to produce ultra-detailed technical specifications for the system is a time-consuming, costly and generally inefficient activity, as some processes have already changed by the time the specifications have been drawn up. With this in mind, many ERP and CRM implementations are abject failures, either because the organization relies on specifications that are too rigid, or because it embarks on the adventure without specifications, thinking that a “vanilla” implementation will do just fine.
The right way to implement a system designed to make the customer service department more efficient is to aim for an ambitious goal, but develop small functionalities to get there. In other words, as in navigation, we set a course for our destination, but concentrate on each step that will take us there.
This method, known as FDD, is an iterative, incremental software development process. One of the Agile methodologies, it was conceived over 25 years ago by Jeff De Luca, who had to develop a complex system for a Singaporean bank in record time. FDD focuses on the creation of small, specific functionalities, each of which is designed, developed and validated before moving on to the next. This allows us to work in short cycles, making the project more manageable and flexible. This method guarantees precise monitoring of project progress, since, like with a Meccano, you can see the various functional pieces falling into place, while facilitating the possibility of making changes along the way.
Key 2 – Method => Delegate power to cross-functional teams
Agile methodology, and more specifically Scrum, often relies on the setting up of mixed working committees bringing together representatives of different stakeholders: customers, developers, marketing teams, etc. These working committees, often called cross-functional teams, are generally limited in their ability to give real direction to the project.
As we demonstrated with the implementation of CODA, which manages all backoffice activities for Hydro-Québec’s LogisVert program, one of the keys to success lies in delegating decision-making power to cross-functional teams who agree to work in total transparency. There are no longer customers or suppliers, but professionals who meet at least twice a week to review all the issues: bugs, budgets, deadlines, security, marketing, usability, etc. There are no taboo subjects, and everyone pushes towards a common goal that will be win-win for the client, suppliers and both internal and external users. In short, a successful ERP or CRM implementation – CODA being a bit of both – requires cross-functional teams that govern by consensus, i.e. compromises based on collective wisdom.
Key 3 – Intrinsic benefit => Eliminate errors at source
Everyone knows the expression “garbage in, garbage out”. Nothing could be truer when it comes to the information processed by customer service. The major productivity issues facing teams working in customer relations centers are often linked to quality problems. Can we blame the agents? No, because the raw materials – the source data – are generally of poor quality.
To reduce customer service operating costs, we need to focus not on effectiveness, but on efficiency, i.e. the ability to increase productivity, and therefore quality, by optimizing available resources as much as possible.
And efficiency in the processing of customer information means eliminating errors at source. In a nutshell, the customer service IT platform must integrate intelligent forms that contain a maximum number of business rules to help customers transmit accurate data with the right supporting documents. It must also anticipate customer requests for information to reduce the load on the call center.
What’s more, this same platform must prevent customer service agents from making analysis errors or advancing incomplete files.
Technology is therefore the key to eliminating errors and increasing the quality and, naturally, the productivity of customer service.
Key 4 – Intrinsic advantage => Automate everything that can be automated
Many companies don’t embrace automation for their customer service and administrative activities, because they consider their work too complex or the information they process too varied. It’s true that the non-repeatability of a task is incompatible with automation.
On the other hand, a closer look reveals that some processes are always similar. In some cases, it will be 20% of the task; in others 80%. What a shame, then, to miss out on the benefits of robotic process automation (RPA).
The software solution chosen must be able to automate even a fraction of a process.
The benefits are twofold: productivity increases mathematically; but, because mind-numbing tasks are done by robots, there’s also greater job satisfaction for staff, reduced absenteeism, improved quality, and hence profitability.
Key 5 – Intrinsic advantage => Choose a modular architecture
No two companies are alike, and therefore no two information systems are alike. Some organizations have an old-fashioned accounting system, but a latest-generation cloud CRM; some have modern software, but don’t talk to each other; and others manage all customer service activities in Excel and Outlook.
Many integrators therefore take a bulldozer approach, wiping the slate clean to implement their miracle solution.
For economic, risk management and time-saving reasons, we believe that the success of a customer service software implementation lies in the choice of technology based on a modular architecture. This means keeping what works well, and implementing only those modules that are necessary, while ensuring perfect interoperability between all functions. By default, Odoo ERP was designed according to this philosophy of open, modular architecture, and our CODA platform perpetuates it.
Conclusion
There’s one thing in common between all the above points that explain the success of CODA’s implementation for the LogisVert program: flexibility. This flexibility is illustrated by the open-mindedness of all those involved – and we can only salute the Hydro-Québec teams for playing the game with GMI and us – and by the methodology, as much as the technology, capable of adapting quickly to business needs.