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…becoming a customer service business

…becoming a customer service business. …it’s big. We manage a critical part of national infrastructure. Four million people use our network daily: everyone relies on it Carries 2/3 of all freight – connecting key distribution points We build, maintain and operate this critical infrastructure

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…becoming a customer service business

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  1. …becoming a customer service business

  2. …it’s big .. We manage a critical part of national infrastructure • Four million people use our network daily: everyone relies on it • Carries 2/3 of all freight – connecting key distribution points • We build, maintain and operate this critical infrastructure • Coverage of network largely unchanged for the last 20 years • Until now unable to plan for the long term 3,600staff 4,300miles £110bassets 4m users daily Spend£2b pa 95% spend via 3rd parties

  3. …a simple unifying philosophy .. step 3 - by year 5 2020 vision ‘mile a minute’ from assets to customers different capability performing differently ACR Asset Customer Relationships journey … ‘radically different’ Customer step 2 - by year 3 assets linked to customers relationships linked to assets behaving differently working differently ASR Asset Support Relationships HIGH Leading Strategic alliance step 1 - by year 1 from maintenance to assets from contract to relationships behaving differently ASC+ Asset Support Contracts Plus Managing today maintenance & contracts ‘MACs, ASCs’ Collaboration / partnership Customer learning to engage engaging engaged understanding needs starting to measure measuring improvements HA administrators leaders leaders & partners leaders & partners Potential to add value internal silo’s understanding core capability insource priority capability insource core capability stopping poor performance promoting performance & practices driving out waste, inspiring & rewarding improvement Commodity purchase LOW HIGH Potential to influence risk

  4. …what does customer service mean to you? • “I deliver schemes. My suppliers do the customer bit” • “Customers don't come into it...our customers are ministers who dictate what we deliver whether it is needed or not” • “We don’t have customers” • “I have targets to meet. I don’t have time to do customers” • “I don’t care about customer service, I just don’t want any queues”

  5. …why is this customer stuff not for us? • We are a practical and down to earth customer service is about emotions • We don’t have customers who pay for a service • There is no choice, no consequence if we don’t perform and no alternative • We are part of government • We enforce driving standards and behaviours • Keep it simple we provide the roads – we are an engineering business

  6. …roads business, travel business, information business?

  7. We now need to make a step-change • Government response • Treble capital budget • Establish NewCo • Roads Investment Strategy • The Challenge • Boost network performance • Modernise for future • The Cook Review • Strategic approach • Funding stability • Autonomy to deliver • We must meet much greater expectations • Deliver a hugely expanded investment programme • Make substantial further efficiency gains • Improve customer service • Meet performance goals including reliability, safety & environment • Support economic growth

  8. We will increase the impact of our investment Save £2.6b over 10 years • In future, NewCo will: • Widespread roll out of Smart Motorways • Renew assets more intelligently • Contract and manage suppliers more effectively To deliver this, we need More PPM,commercial skills and capability To use technology smarter We have already delivered a 20% efficiency gain Certainty for our supply chain so they can invest 2010 Now 2021

  9. And improve customer relationships Consistently meet customers’ real needs • In future, NewCo will: • Ensure better quality customer interactions • Improve provision and take-up of journey information • Use new approaches to shift driver behaviour • Obtain feedback through new customer panels and use it To deliver this, we need New skills and company culture Lean and improved processes We already interact with customers via an increasing number of channels Collaboration with commercial partners 2010 Now 2021

  10. Whilst maintaining excellent levels of safety Reduced road user KSIs: Zero workforce fatalities • In future, NewCo will: • Promote innovation in safety management • Eliminate need for workers to cross live carriageways • Better understand causes of incidents • Lead change to improve road user behaviour • Pedestrian/cycling safety initiatives To deliver this, we need To educate through multiple channels Greater partnership working We have contributed to Improvements in national road safety Improve analysis of data 2010 Now 2021

  11. SRN will be at the heart of national/regional growth planning Making economic growth happen • In future, NewCo will: • Engage more effectively with local authorities, LEPs & business • Work more closely with other major infrastructure providers • Play a more visible leadership role To deliver this, we need to Complete our route strategies Build strategic planning capability We have started to address regional issues, e.g. route strategies Collaborate with large employers & developers 2010 Now 2021

  12. We minimise the impacts of our activities Engaging communities and improving the environment • In future, NewCo will: • Reduce noise pollution for many people • Help re-connect communities affected by our roads • Improve air quality in the worst areas • Improve natural environment To deliver this, we need to Engage effectively with communities and groups Play a full part in research and innovation We have started to address environmental issues Work closely with local transport bodies 2010 Now 2021

  13. …transformation workstreams... Deliver Customer Service Provide a Capable Asset Develop Operational Capability Build intelligent relationships with suppliers Becomes a high performance organisation Develop our Strategic plan Establish clear identity & image

  14. …the cost of getting it wrong ..

  15. Definitions

  16. …how many road workers does it take to ... …our customers hate... • “empty or poorly planned road works, inaccurate information and multiple visits .. get it done in one go” • “Information which arrives just too late to act” • “accident delays” • “poor road surface, white lines and cats eyes” • “pompous answers which alk about the process and ignore local peoples’ concerns ” • “other drivers”

  17. …drive safely....

  18. ... developing the right culture • We need to change our current culture to create: • Stronger sense of ownership/accountability for performance • A genuine customer service ethic • Commitment to the need to deliver at pace • Passion for the quality of work we carry out Deliver Customer Service Provide a Capable Asset Develop Operational Capability Build intelligent relationships with suppliers Becomes a high performance organisation Develop our Strategic plan Establish clear identity & image Our 50 most senior managers are already engaged

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