Woolworths has committed to invest AUD 50 million in upskilling and reskilling their employees in areas such as digital, data analytics, machine learning and robotics over the next three years. The move comes as a response to the way the Retail industry has been disrupted and the need to futureproof to stay relevant and successful. The training will be provided through online platforms and through collaborations with key learning institutions.
The supermarket giant is one of Australia’s largest private employers with more than 200,000 employees. Under Woolworths’ ‘Future of Work Fund’ their staff will be trained across supply chain, store operations, and support functions to enhance delivery and decision-making processes. The retailer will also create an online learning platform that will be accessible by Woolworths employees as well as by other retail and service companies to support the ecosystem. Woolworths has plans to upskill their staff in customer service abilities, leadership skills and agile ways of working.
Woolworths’ upskilling program will also support employees who were impacted by Woolworths planned closures of Minchinbury, Yennora, and Mulgrave distribution centres due in 2025.
Woolworths’ Tech Focus
Woolworths has been ramping up their technology investments and having tech-savvy employees will be key to their future success. In October 2020, Woolworths deployed micro automation technology to revamp their eCommerce facility in Melbourne to speed up the fulfilment of online grocery orders, and front and back-end operations. Woolworths also partnered with Dell Technologies in November 2020 to bring together their private and public cloud onto a single platform to improve mission-critical processes, applications and support inventory management operations across its retail stores.
Future of Work
For many years, Ecosystm has been advising our clients to invest more in the skills of the business. Every business will be using more cloud next year than they are this year; they will suffer more cybersecurity incidents; they will use more AI and machine learning; they will automate more processes than are automated today. More of their customer engagements will be digital, and more insight will be required to drive better outcomes for customers and employees. This all needs new skills – or more people trained on skills that some in the business already understand. But too many businesses don’t train in advance – instead waiting for the need and paying external consultants or expensive new hires for their skills. Empowered businesses – ones that are creating a future-ready, agile business – invest in their people, work environment, business processes and technology to create an environment where innovation, transformation and business change are accepted and encouraged (Figure 2).
Empowered businesses can adapt to new challenges, new market conditions and respond to new competitive threats. By taking these steps to upskill and empower their employees, Woolworths is building towards empowering their own business for long term success.
Transform and be better prepared for future disruption, and the ever-changing competitive environment and customer, employee or partner demands in 2021. Download Ecosystm Predicts: The top 5 Future of Work Trends For 2021.
From a CX point of view there is going to be far more interaction with brands and products through online channels. This is not just about eCommerce and buying from a portal. It is also about using tools like Instagram, Facebook and other social media platforms more widely. It is about learning to interact with the customer in multiple ways and touching their journeys at multiple points, all virtually using the web – mostly the mobile web.
Ecosystm research shows that almost three out of four companies have decided on accelerating or modifying the digitalisation they were undergoing (Figure 1). It is fair to expect that this gives a further boost to moving to the cloud. For the customer it will mean being able to access information in many new ways and connect with products, services, brands at multiple points on the web.
Since interacting with the customer at multiple points is new for most services, I foresee a lot of missed opportunities as companies learn to navigate a completely different landscape. Customers pampered by digitally native organisations often react harshly to even a small mistake. It will become critical for companies to not just become a bigger presence online but also to manage their customers well.
New solutions such as Customer Data Platforms (CDP), as opposed to CRM will become common. Players who are into Customer Experience management are likely to see huge business growth and new players will rapidly enter this space. They will promise to affordably manage CX across the globe, leveraging the cloud.
#2 Virtual Merges with Real
AR/VR has so far been seen mainly in games where one wears an unwieldy – though ever-improving – headset to transport oneself into a 3D virtual world. Or in certain industrial applications e.g., using a mobile device to look at some machinery; the device captures what the eye can see while providing graphical overlays with information. In 2021 I expect to see almost all industrial applications adopting some form of this technology. This will have an impact on how products are serviced and repaired.
For the mainstream, 2020 was the year of videoconferencing – as iconic as the shift to virtual meetings has been, there is much more to come. Meetings, conferences, events, classrooms have all gone virtual. Video interaction with multiple people and sharing information via shared applications is commonplace. Virtual backgrounds which hide where you are actually speaking from are also widely used and getting more creative by the day.
Imagine then a future where you get on one of these calls wearing a headset and are transported into a room where your colleagues who are joining the call also are. You see them as full 3D people, you see the furniture, and the room decor. You speak and everyone sees your 3D avatar speak, gesture (as you gesture from the comfort of your home office) and move around. It will seem like you are really in the conference room together! If this feels futuristic or unreal try this or look at how the virtual office can look in the very near future.
While the solutions may not look very sophisticated, they will rapidly improve. AR/VR will start to really make its presence felt in the lives of consumers. From being able to virtually “try” on clothes from a boutique to product launches going virtual, these technologies will deeply impact customer experience in 2021 and beyond
In the immortal words of Captain Kirk, we will be going where no man has gone before – enabled by AR / VR.
#3 Digital CX will involve Multiple Technologies
AI, IoT and 5G will continue to support wider CX initiatives.
The advances that I have mentioned will gain impetus from 5G networking, which will enable unprecedented bandwidth availability. To deliver an AR experience over the cloud, riding on a 5G network, will literally be a game changer compared to the capabilities of older networks.
Similarly, IoT will lead to massive changes in terms of product availability, customisation and so on. 5G-enabled IoT will allow a lot more data to be carried a lot faster; and more processing at the edge. IoT will have some initial use cases in Retail, Services and other non-manufacturing sectors – but perhaps not as strongly as some commentators seem to indicate.
AI continues to drive change. While AI may not transform CX in 2021, this is a technology which will be a component of most other CX offerings, and so will impact customer experience in the next few years. In fact, thinking of businesses in 2025 I cannot believe that there will be a single business to customer (B2C) interaction which will not feature some form of AI technology.
I’d be interested to hear your thoughts on the technologies which will impact CX in 2021 – Connect with me on the Ecosystm platform.
Ecosystm Predicts: The Top 5 Customer Experience Trends for 2021
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COVID-19 made the few businesses that did not have an online presence acutely aware that they need one – yesterday! We have seen at least 4 years of digital growth squeezed into six months of 2020. And this is only the beginning. While in 2020, the focus was primarily on eCommerce and digital payments, there will now be a huge demand for new platforms to be able to interact digitally with the customer, not just to be able to sell something online.
Digital customer interactions with brands and products – through social media, online influencers, interactive AI-driven apps, online marketplaces and the like will accelerate dramatically in 2021. The organisations that will be successful will be the ones that are able to interact with their customers and connect with them at multiple touchpoints across the customer journey. Companies unable to do that will struggle.
Digital Engagement Will Expand Beyond the Traditional Customer-focused Industries
One of the biggest changes in 2020 has been the increase in digital engagement by industries that have not traditionally had a strong eye on CX. This trend is likely to accelerate and be further enhanced in 2021.
Healthcare has traditionally been focused on improving clinical outcomes – and patient experience has been a byproduct of that focus. Many remote care initiatives have the core objective of keeping patients out of the already over-crowded healthcare provider organisations. These initiatives will now have a strong CX element to them. The need to disseminate information to citizens has also heightened expectations on how people want their healthcare organisations and Public Health to interact with them. The public sector will dramatically increase digital interactions with citizens, having been forced to look at digital solutions during the pandemic.
Other industries that have not had a traditional focus on CX will not be far behind. The Primary & Resources industries are showing an interest in Digital CX almost for the first time. Most of these businesses are looking to transform how they manage their supply chains from mine/farm to the end customer. Energy and Utilities and Manufacturing industries will also begin to benefit from a customer focus – primarily looking at technology – including 3D printing – to customise their products and services for better CX and a larger share of the market.
Brands that Establish a Trusted Relationship Can Start Having Fun Again
Building trust was at the core of most businesses’ CX strategies in 2020 as they attempted to provide certainty in a world generally devoid of it. But in the struggle to build a trusted experience and brand, most businesses lost the “fun”. In fact, for many businesses, fun was off the agenda entirely. Soft drink brands, travel providers, clothing retailers and many other brands typically known for their fun or cheeky experiences moved the needle to “trust” and dialed it up to 11. But with a number of vaccines on the horizon, many CX professionals will look to return to pre-pandemic experiences, that look to delight and sometimes even surprise customers.
However, many companies will get this wrong. Customers will not be looking for just fun or just great experiences. Trust still needs to be at the core of the experience. Customers will not return to pre-pandemic thinking – not immediately anyway. You can create a fun experience only if you have earned their trust first. And trust is earned by not only providing easy and effective experiences, but by being authentic.
Customer Data Platforms Will See Increased Adoption
Enterprises continue to struggle to have a single view of the customer. There is an immense interest in making better sense of data across every touchpoint – from mobile apps, websites, social media, in-store interactions and the calls to the contact centre – to be able to create deeper customer profiles. CRM systems have been the traditional repositories of customer data, helping build a sales pipeline, and providing Marketing teams with the information they need for lead generation and marketing campaigns. However, CRM systems have an incomplete view of the customer journey. They often collect and store the same data from limited touchpoints – getting richer insights and targeted action recommendations from the same datasets is not possible in today’s world. And organisations struggled to pivot their customer strategies during COVID-19. Data residing in silos was an obstacle to driving better customer experience.
We are living in an age where customer journeys and preferences are becoming complex to decipher. An API-based CDP can ingest data from any channel of interaction across multiple journeys and create unique and detailed customer profiles. A complete overhaul of how data can be segregated based on a more accurate and targeted profile of the customer from multiple sources will be the way forward in order to drive a more proactive CX engagement.
Voice of the Customer Programs Will be Transformed
Designing surveys and Voice of Customer programs can be time-consuming and many organisations that have a routine of running these surveys use a fixed pattern for the data they collect and analyse. However, some organisations understand that just analysing results from a survey or CSAT score does not say much about what customers’ next plan of action will be. While it may give an idea of whether particular interactions were satisfactory, it gives no indication of whether they are likely to move to another brand; if they needed more assistance; if there was an opportunity to upsell or cross sell; or even what new products and services need to be introduced. Some customers will just tick the box as a way of closing off a feedback form or survey. Leading organisations realise that this may not be a good enough indication of a brand’s health.
Organisations will look beyond CSAT to other parameters and attributes. It is the time to pay greater attention to the Voice of the Customer – and old methods alone will not suffice. They want a 360-degree view of their customers’ opinions.
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The Top 5 Telecommunications & Mobility Trends for 2021
The 5G Divide – Reality for Some and Hype for Others
Despite the economic challenges in 2020, GSMA reports that the global 5G subscriptions doubled QoQ in Q2 2020 to hit at least 137.7 million subscribers. This accounts for 1.5% of total subscribers – and is expected to rise to 30% by 2025.
The value of 5G will become increasingly mainstream in the next few years. 5G offers a tailored user-centric approach to network services, low latency and significantly higher number of connections which will power a new era of mobile Internet of Everything (IoE).
However, there are many operators who are still sceptical about 5G. In the US, many operators failed to get any tangible positives from 5G. In the near term, many operators will continue to evolve their 5G capabilities – a full grown standalone 5G technology implementation in some verticals might take longer.
The unsuccessful launch of 5G by the US operators does not mean that 5G is a failure, however. It also implies that we need to look at other geographies to lead us into 5G – and Asia Pacific may well emerge as a leader in this space. China, for example, leads the drive in 5G adoption; and 5G smartphones account for more than half of global sales in recent months.
Telecom Operators Will Accelerate Digital Transformation
Telecom operators are facing increasing demands for cutting-edge services and top-notch customer experience (CX). The global pandemic has caused revenue loss, due to struggling economies and many operators will aim to reduce OpEX to circumvent these financial pressures, raise the quality of CX and retain existing customers. To realise this, there will be much focus on improvement in efficiencies, better operations management as well as improving the IT stack. These digital transformation efforts will enable rapid and flexible services provisioning, which will be better prepared for the tailored services customers now demand.
Many operators are increasingly incorporating cloudification alongside the 5G network deployment. Operators are moving towards transforming their operations and business support systems to a more virtualised and software-defined infrastructure. 5G will operate across a range of frequencies and bands – with significantly more devices and connections becoming software-defined with computing power at the Edge. Operators will also harness the power of AI to analyse massive volumes of data from the networks accessed by millions of devices in order to improve CX, ramp up operational efficiencies as well as introduce new services tailored to customer needs to increase revenue.
Remote Working Will Transform Telecommunications Networks
The changing patterns in peak network traffic and the substantial movement of traffic from central business districts to residential areas require a fundamental rethink in network traffic management. In addition, many businesses continue to ramp up digital transformation efforts to conduct business online as physical channels will remain limited. Consumer onboarding will also be fervent, as organisations look at business recovery – resulting in increase in bandwidth requirements.
The increasing remote working trend is amplifying the need for greater cybersecurity. Cybersecurity has catapulted in importance as the pandemic has seen a worrying increase in attacks on banks, cloud servers and mobile devices, among others. Cyber-attack incidents specifically due to remote working, has seen a rise. A telecom operator’s compromised security can have country-wide, and even global consequences.
SASE Will Grow – and Sprawl
Although it was perhaps originally seen as an Over-The-Top (OTT) provisioned competitive service to operators’ MPLS services, many telecom service providers have been embracing SD-WAN over the years as part of their managed services portfolio. “Traditional” SD-WAN offers some of the flexibility needed to address the change towards a more distributed access and the workload requirements that the pandemic has accelerated – the technology does not address all of the issues related to this transformed workspace.
Employees are now working from a variety of locations and workloads are becoming increasingly distributed. To address this change, organisations are challenged to move workloads and applications between platforms, potentially compromising security. Despite all the challenges that the pandemic brought with it – both human and technical – it has also provided organisations with an opportunity to rethink their IT and WAN architectures and to adopt an approach that has security at its core.
We believe that secure access service edge (SASE), which is a model for combining SD-WAN and security in a cloud-based environment, will see a drastic rise in adoption in 2021 and beyond.
OTT Players Will Continue their Expansion in the Telecommunications Space
Facebook, Google, Amazon are no longer considered as web companies as they moved from standalone ‘web’ companies to become OTT providers and are now significant players in telecom space. With the Facebook-Jio deal in India earlier this year, and with Google and Amazon actively eyeing the telecom space, these players will continue to explore this space especially in the emerging markets of Asia and Africa. There are telecom providers in these countries which will be prime targets for partnerships. These operators could be those that have a large customer base, are struggling with their bottom lines or are already looking at exit routes. OTT players were already offering services like voice, messaging, video calling and so on which have been the domain expertise of mobile operators for a long time. The market will see instances where telecom providers will sell small stakes to OTT players at a premium and get access to the vast array of services that these OTT providers offer.
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#1 Cities Will Re-start Their Transformation Journey by Taking Stock
In 2021 the first thing that cities will do is introspect and reassess. There have been a lot of abrupt policy shifts, people changes, and technology deployments. Most have been ad-hoc, without the benefit of strategy planning, but many of the services that cities provide have been transformed completely. Government agencies in cities have seen rapid tech adoption, changes in their business processes and in the mindset of how their employees – many who were at the frontline of the crisis – provide citizen services.
Technology investments, in most cases, took on an unexpected trajectory and agencies will find that they have digressed from their technology and transformation roadmap. This also provides an opportunity, as many solutions would have gone through an initial ‘proof-of-concept’ without the formal rigours and protocols. Many of these will be adopted for longer term applications. In 2021, they will retain the same technology priorities as 2020, but consolidate and strengthen on their spend.
#2 Cities Will be Instrumented Using Intelligent Edge Devices
The capabilities of edge devices continue to increase dramatically, while costs decline. This reduces the barriers to entry for cities to collect and analyse significantly more data about the city and its people. Edge devices move computational power and data storage as close to the point of usage as possible to provide good performance. Devices range from battery powered IoT devices for data collection through to devices such as smart CCTV cameras with embedded pattern recognition software.
Cities will develop many use cases for intelligent edge devices. These uses will range from enhancing old assets using newer approaches to data collection – through to accelerating the speed and quality of the build of a new asset. The move to data-driven maintenance and decision-making will improve outcomes.
#3 COVID-19 Will Impact City Design
The world has received a powerful reminder of the vulnerability of densely populated cities, and the importance of planning and regulating public health. COVID-19 will continue to have an impact on city design in 2021.
A critical activity in controlling the pandemic in this environment is the test-and-trace capabilities of the local public health authorities. Technology to provide automated, accurate, contact tracing to replace manual efforts is now available. Scanning of QR codes at locations visited is proving to be the most widely adopted approach. The willingness of citizens to track their travels will be a crucial aid in managing the spread of COVID-19.
Early detection of new disease outbreaks, or other high-risk environmental events, is essential to minimise harm. Intelligent edge devices that detect the presence of viruses will become crucial tools in a city’s defence.
Intelligent edge devices will also play a role in managing building ventilation. Well-ventilated spaces are an important factor in controlling virus transmission. But a limited number of buildings have ventilation systems that are capable of meeting those requirements. Property owners will begin to refit their facilities to provide better air movement.
#4 Technology Vendors Will Emerge as the Conductors of Cities of the Future
The built environment comprises not only of the physical building, but also the space around the buildings and building operations. The real estate developer/investor owns the building – the urban fabric, the relationship of buildings to each other, the common space and the common services provided to the city, is owned by the City. The question is who will coordinate the players, e.g. business, citizens, government and the built environment. Ideally the government should be the conductor. However, they may not have sufficient experience or knowledge to properly implement this role. This means a capable and knowledgeable neutral consultant will at least initially fill this role. There is an opportunity for a technology vendor to fill that consulting role and impact the city fabric. This enhanced city environment will be requested by the Citizen, driven by the City, and guided by Technology Vendors. 2021 will see leading technology vendors working very closely with cities.
#5 Compliance Will be at the Core of Citizen Engagement Initiatives
Many Smart Cities have long focused on online services – over the last couple of years mobile apps have further improved citizen services. In 2020, the pandemic challenged government agencies to continue to provide services to citizens who were housebound and had become more digital savvy almost overnight. And many cities were able to scale up to fulfill citizen expectations.
However, in 2021 there will be a need to re-evaluate measures that were implemented this year – and one area that will be top priority for public sector agencies is compliance, security and privacy.
The key drivers for this renewed focus on security and privacy are:
The need to temper the focus of ‘service delivery at any cost’ and further remind agencies and employees that security and privacy must comply with standard to allow the use of government data.
The rise of cyberattacks that target not only essential infrastructure, but also individual citizens and small and medium enterprises (SMEs).
The rise of app adoption by city agencies – many that have been developed by third parties. It will become essential to evaluate their compliance to security and privacy requirements.
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Let us focus on the use of NLP, specifically on how it has been used by banking authorities for policy decision making during the COVID-19 crisis. AI has the potential to read and comprehend significant details from text. NLP, which is an important subset of AI, can be seen to have supported operations to stay updated with the compliance and regulatory policy shifts during this challenging period.
Use of NLP in Policy Making During COVID-19
The Financial Stability Board (FSB) coordinates at the international level, the work of national financial authorities and international standard-setting bodies in order to develop and promote the implementation of effective regulatory, supervisory and other financial sector policies. A recent FSB report delivered to G20 Finance Ministers and Central Bank Governors for their virtual meeting in October 2020 highlighted a number of AI use cases in national institutions.
We illustrate several use cases from their October report to show how NLP has been deployed specifically for the COVID-19 situation. These cases demonstrate AI aiding supervisory team in banks and in automating information extraction from regulatory documents using NLP.
De Nederlandsche Bank (DNB)
The DNB is developing an interactive reporting dashboard to provide insight for supervisors on COVID-19 related risks. The dashboard that is in development, enables supervisors to have different data views as needed (e.g. over time, by bank). Planned SupTech improvements include incorporating public COVID-19 information and/or analysing comment fields with text analysis.
Monetary Authority of Singapore (MAS)
MAS deployed automation tools using NLP to gather international news and stay abreast of COVID-19 related developments. MAS also used NLP to analyse consumer feedback on COVID-19 issues, and monitor vulnerabilities in the different customer and product segments. MAS also collected weekly data from regulated institutions to track the take-up of credit relief measures as the pandemic unfolded. Data aggregation and transformation were automated and visualised for monitoring.
US Federal Reserve Bank Board of Governors
One of the Federal Reserve Banks in the US is currently working on a project to develop an NLP tool used to analyse public websites of supervised regulated institutions to identify information on “work with your customer” programs, in response to the COVID-19 crisis.
Bank of England
The Bank developed a Policy Response Tracker using web scraping (targeted at the English versions of each authority/government website) and NLP for the extraction of key words, topics and actions taken in each jurisdiction. The tracker pulls information daily from the official COVID-19 response pages then runs it through specific criteria (e.g. user-defined keywords, metrics and risks) to sift and present a summary of the information to supervisors.
Even with its enhanced efficiencies, NLP in SupTech is still an aid to decision making and cannot replace the need for human judgement. NLP in policy decision is performing clearly defined information gathering tasks with greater efficiency and speed. But NLP cannot change the quality of the data provided, so data selection and choice are still critical to effective policy making.
For authorities, the use of SupTech could improve oversight, surveillance, and analytical capabilities. These efficiency gains and possible improvement in quality arising from automation of previously manual processes could be consideration for adoption.
Attention will be paid in 2021 to focusing on automation of processes using AI (Figure 2).
Based on a survey done by the FSB of its members (Figure 3), the majority of their respondents had a SupTech innovation or data strategy in place, with the use of such strategies growing significantly since 2016.
For more mainstream adoption, data standards and use of effective governance frameworks will be important. As seen from the FSB survey, SupTech applications are now used in reporting, data management and virtual assistance. But institutions still send the transaction data history in different reporting formats which results in a slower process of data analysing and data gathering. AI, using NLP, can help with this by streamlining data collection and data analytics. While time and cost savings are obvious benefits, the ability to identify key information (the proverbial needle in the haystack) can be a significant efficiency advantage.
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Remote Working Will Force Contact Centres to Re-evaluate Security Measures
Security has always been a concern for contact centre leaders. Improper data use by agents and agents breaching confidentiality are the biggest security challenges for contact centres. This has been further heightened, especially the fear of agents purposely breaching confidentiality while working from home.
Contact centres are still trying to figure out the best security measures when managing customer data, especially in the work-from-home environment. There is greater scrutiny over security and compliance measures – what agents view, how agents access the data, when agents log in and out of the system. Outsourcing providers will also have to guarantee high levels of security – a trusted relationship and defining the best practices on working from home will not be sufficient.
Many contact centres will trial different methods – from installing video surveillance cameras, desktop monitoring tools and access controls. Others will test technologies that can mask the information captured through mobile devices. This presents immense opportunities for vendors, as contact centres will rely heavily on technology to re-invent their security practices.
Contact Centres will Invest in Conversational AI – Chatbots will No Longer be Enough
Many enterprises have rushed into deploying chatbots with expectations that these engines can solve the problem of high call volumes. The outcomes have often been poor, leaving customers frustrated and opting to interact with a live agent instead. Implementing a basic chatbot does not fully solve the problem and will force companies back to the drawing board.
Conversational AI offers a different experience by designing multiple forms of dialogues and conversations. It requires conversational design and the algorithms go through rigour from the start. The aim should be to make the channel irresistible – one that customers have confidence in, and that can reduce the need to email or call an agent. Successful uses cases have shown that conversational AI can reduce calls and repetitive queries by 70-90%. Ecosystm research finds that contact centres are ramping up their self-service capabilities and their adoption of AI and machine learning.
Offshore Centres will Re-invent Themselves and Make a Comeback
2020 has seen contact centres in offshore locations struggle to offer services to global clients. Many of these operators have been plagued by poor internet connectivity at agents’ homes, and unfavourable home working environments. These outsourcing locations remain vital however, for multiple reasons – for example the range of services offered, agent specialisation, costs or diversity in agent profile.
Contact centre outsourcing providers will make a comeback in 2021 and we can expect new models to appear. Many providers across the globe have been running successful work-from-home only operations for years – other outsourcing providers will learn from these best practices. Organisations will find that bringing jobs back to high-cost locations will incur more costs. A full onshore model may not be the right model for business continuity, and organisations will prefer to have back-up locations to ensure continuity of services if another pandemic or catastrophe happens. Organisations will want to see the outsourcing providers offer them a choice of location – they will prefer some services to be delivered from offshore locations and others to remain onshore.
Digital and Mobile will be the Cornerstone of Deeper Customer Engagement
COVID-19 has changed how customers want to be served, and organisations have had to re-evaluate how they use their channels – e.g. email, web, chat and voice. Customer profiles and expectations have changed over the year and they are more digital savvy and are more likely to interact with brands through digital and mobile apps. They will expect a single point of interaction – for their enquiries and to complete their transactions. For instance, they will expect to chat while filling up shopping carts. Introducing chat capabilities within mobile apps is a good way to impress customers – this can be an effective way to push promotions and upsell. Capabilities such as the ability to directly place a call from a website will make the customer experience exceptional. Customers will expect to move between channels easily when interacting with a brand.
Workplace Collaboration Will be Fully Integrated into Contact Centres
Contact centres will reassess their business and talent models. The focus on employees will be in two major areas:
Productivity. The contact centre floor dynamics have changed in how agents are spread out across outsourcing locations and in-house contact centres. Agents are no longer located in the same room or floor and do not have access to their usual way of work – continual training, digital signage that provides guidance and demonstrates KPIs, conversations with supervisors, managers, and team members for guidance or assistance, easy access to back-office functions and so on. This can impact their productivity.
Engagement. Contact centre staff often work in high-stress environments -chasing sales targets and deadlines, handling complaints – and it is important for managers and supervisors to be able to engage and motivate them constantly. Remote working has further exacerbated the stress for those agents who do not have a conducive working environment at home.
Contact centres will increasingly look to workplace collaboration platforms and tools to improve employee productivity and experience.
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AI Will Move from a Competitive Advantage to a Must-Have
The best practices and leading-edge technology-centric implementations, over the years gives a very good indication of market trends. In 2018 and 2019 AI-centric engagements were few and far between – they were still in the “innovation stage” as trials and small projects. In 2020, AI was mentioned in most applications, showcased as best practices. AI is currently a competitive advantage for businesses. CIOs and their businesses are using AI to get ahead of their competitors and highlighting these practices for external recognition.
That also means that it is a matter of time before AI becomes a standard practice – processes are smart “out-of-the-box”; intelligent applications are an expectation, not the exception; systems learn because that is how they were designed, not as an overlay. If your competitors are using AI today to get ahead of you, then you need to also use AI to catch up and keep up. In 2021, having a smart business will not get you ahead of the pack – it will move you into it.
AI Will Thrive in Areas where the Cost of Failure is Low
While organisations will be forced to adopt AI to remain competitive, initial exploration of AI solutions will be in areas that they consider low risk. The Financial Services, Retail, and other transaction-oriented industries will use AI to drive improved personalisation, increase customer retention, and improve their ability to lower risk and combat fraud. These are process-driven areas, where manual processes are being enhanced and enriched by AI. Although machine learning and other AI technologies will help improve the speed and quality of services, they will not be a replacement for many of the more complex business practices that companies and their employees frequently overlook to automate. The ‘low hanging fruit’ to add AI to will come first, with various degrees of success.
There will be industries and processes where organisations will be more skeptical about adopting AI. If Google finds a wrong translation or gives a wrong link, it is not a big concern, unlike a wrong diagnosis or wrong medication. In areas that are crucial to our well-being – such as healthcare – AI does not yet have the trust for acceptance of society. There are still questions around ethics and algorithm concerns.
Technology Providers Will Stop Talking about AI
Technology vendors highlight what they consider their key differentiators, that show that they are ahead of the game. When every piece of software and hardware is intelligent, vendors will stop talking about the fact that they are intelligent. This may not fully happen in 2021 – but ENOUGH technology will be intelligent for those who have not yet made their software smart to understand that they cannot talk about its intelligent capabilities as that just shows they are behind the market.
The good news is that the less we hear about AI, the more intelligent applications will become. AI is quickly becoming a core capability and a base expectation. Systems that learn and adapt will be standard very soon – but be wary, as significant market changes can break these systems! Many companies learned that the pandemic broke their algorithms as times were no longer “normal”.
Enterprises Will Seek Hyperautomation Solutions
RPA will increasingly become part of large enterprise application implementations. Technology vendors are adding RPA functionality either organically or through acquisitions to their enterprise application suites. RPA often works in conjunction with major software products provided by companies such as Salesforce, SAP, Microsoft, and IBM. Rather than having an operative enter data into multiple systems, a bot can be created to do this. Large software vendors are taking advantage of this opportunity by trying to own entire workflows. They are increasingly integrating RPA into their offerings as well as competing directly in the RPA market with pureplay RPA vendors.
As the RPA offerings continue to mature, enterprises seek to scale implementations and to automate non-repetitive processes, which require more intelligence. They will seek to automate more processes at scale. They will demand solutions that process unstructured data, handle exceptions, and continuously learn, further increasing productivity. Intelligent automation typically incorporates AI, particularly voice and vision capabilities and uses machine learning to optimise processes. Hyperautomation turbo charges intelligent automation by automating multiple processes at scale – and will become core to digital transformation initiatives in 2021.
Businesses Will Put “Automation Targets” in Place
2020 was the year that many businesses started seeing some broad and tangible benefits from their automation initiatives. Automation was one of the big winners of the year, as many businesses took extra steps to take humans out of processes – particularly those humans that had to be in a specific location, such as a warehouse, the finance team, the front desk and so on (because of the pandemic, they were often working at home instead). Senior management is seeing the benefits of automation, and they will start to ask their teams why more processes are not automated Therefore we will start to see managers put targets around a certain percentage of tasks automated in an area – e.g. 70% of contact centre processes will be automated, 90% of the digital customer experience for a certain outcome will be automated and so on. Achieving these numbers may not be easy, but the targets will change the mindset of people designing, implementing, and improving processes.
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