Pop-up event for service champions

12 November 2019

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What distinguishes a successful and innovative customer service? Let's take a look at Scandinavia and to Vienna, where the service champions gathered for the third pop-up event to explore new horizons.

Why are Scandinavians more productive, innovative and happy?

Researcher, author and happiness expert Maike van den Boom has travelled the countries of the north, visited companies and interviewed their employees and found out the following:

Scandinavians always ask why and allow questions. They love ass-bombs in the cold water and do not shy away from putting them in the figurative sense at work. They help themselves with the robber leader, so that they can move forward together faster and better. You are curious, speak greedy for something new. Never is it right or wrong, but the best solution. Nobody can do it alone, but only a team made up of unique people who deliver unique contributions.

The result: an average of 20% more productive people, who dare to create something in the chaotic, ever-changing world, fantastic, unexpected and new - not in an isolated innovation team. But all people.  At any time.

 

Rule breaker No 1: From the health insurance to the customer-oriented health organization

The Swiss health insurance company SWICA takes the customer's view and proactively shapes the customer journey. The former sports therapist, Tai Chi and Quigong teacher and Hospital Director Kerstin Baldauf and her "accomplice", the Business Information Specialist, Process and IT Professional Tido Meyer, presented with great passion how SWICA accompanies people around the hospital and stay when they need support ,

 "Not the customer has to learn our process. We need to learn to understand the customer. For this we provide a contact person, who informs the customer and  supports on site..

"A huge profit for the customers in a difficult moment: regarding the hospital stay.

Which services are covered, which services are there at all, what needs to be considered, what can be better regulated for the customer, and what happens after the hospital stay? With great effort and at least as much fun, the two have "hacked" the system and developed a customer-oriented process that takes into account every step of the patient journey, from initial contact to follow-up.

The result: no more cascading paths for customers and happier employees whose work is enriched.

 

Rule breaker No 2: The rebel in the traditional company

The passionate developer for customer service organizations Michael Haas shared his experiences and leadership insights from the cultural change of the traditional Robert Bosch AG to the customer-cantered culture of innovation in customer service.

The great passion of the service champion: to turn the unplanned, supposedly negative customer experience into a positive experience - keyword predictive maintenance. Such proactive, literally up-coming service requires courage, decision-making, risk-taking, and responsible leadership; a culture that allows mistakes and joyfully learns from them; Freedom that feeds innovation and creativity as a breeding ground; Questions and curiosity to inspire customers and employees today as well as in the future.

 

Rule Breaker No 3: Agile into the future

The banks do not lack challenges: regulations, negative interest rates, new competitors, changed customer behaviour ... The list could be continued until the day after tomorrow.

ING bank broke through the old pattern: The company decided to adapt the organization, methods and mind-set to the new environment - and "scrums" as the first agile bank in Austria in the hearts of customers and employees.

Klaudia Zemlics, agile coach and passionate customer strategy, shared with the service champions the 8 principles and 5 success factors that lead to agile success.

"You do not act agile, you are agile," says the passionate leader, who tests and tries with their squads and tribes, which makes the bank even more attractive to customers. In order to gain speed, silos have been eliminated, hierarchical levels have been dissolved and multidisciplinary teams have been set up to work on their own responsibility for a product.

 "Service levels and service quality automatically get better because more people feel responsible. The product owner learns first-hand what customers like and what is less well received. ING bank sets a good example.