These interactive bots should ensure that users need not refer to several apps, say from Workday and PeopleSoft or the intranet and a website but they should be contained to deliver app outcomes from within these bots. This can also be supported by intelligent IVR that goes beyond the “Press-1-for-password-reset-and-2-for-agent-support.” IVRs can be made intelligent to identify the user by name with voice bots using natural language processing (NLP). This can be achieved by using AI-enabled chatbots that don’t just refer to an FAQ but execute solutions for the user. They must become multi-lingual and intelligent. In the new normal, interactions with users must move a notch up. This is where structuring the “new normal” begins (see Figure 4 for the structure). The trick is to move the user to the core of the support process. Not the user.īut when experience and productivity are connected using automation and self-help, there is a dramatic improvement in user experience (see Figure 3 for the change in user satisfaction between hands and feet support and self-help/automation). The first thing you hear in an organization at the slightest hint of trouble is, “Have you logged a ticket?” The ticket is the center of service and experience. But organizations are not geared to provide the same experience. Over the last decade, we have been doing this on our mobile phones with routine ease. Consumers-and we all are consumers-have become accustomed to managing tasks like “change password” and “install application” independently. This can be done by leveraging automation and self-help and self-healing processes. The way to change this is to connect user experience and productivity. Invisible to management, users would have experienced the frustration of long waits and loss of productivity (see Figure 2 for what users do when faced with slow support). Meanwhile, the support dashboard would show “all green” because SLAs are being met. A 100 such tickets every day for a mid-sized organization would work out to over ~500-man days lost every year. For example, a user may log a ticket for a technical problem for which the SLA could be 20 minutes. Organizations too are waking up to SLAs being misleading, resulting in undocumented productivity loss. The old-fashioned concept of SLAs will need to be replaced by Experience Level Agreements (eXLAs) because users want everything faster. Organizations must work around their traditional notions of what comprises end-user experience to meet rising expectations. Security and connectivity issues with employee-owned devices Infrastructure unable to handle support volumes The problem is compounded by organizations’ having relaxed their norms around personal devices while, simultaneously, they have become cautious about their IT spends. This is because users can no longer visit ‘tech bars’ (areas dedicated to IT support teams) or expect support teams to come to their desks to resolve issues. The trend will force organizations to bring heightened attention to delivering exceptional end-user experiences on one side and building new support services and processes on the other to enable smooth remote working (see Table 1 for ‘What has COVID-19 changed?’). The outcome of this is reflected in a study of over 500 venture-backed companies that showed 66% of founders were reconsidering their investments in their offices while 65% said they would not return their companies to the office. Every indication shows that remote working is set to be the default mode and become the “new normal”. It has reported a rise in usage from 900 million meeting minutes a day in mid-March 2020 to 2.7 billion minutes a day in early April. Microsoft Teams provides a clear indicator of the shape of things to come. Those numbers are likely to get a massive boost because of COVID-19. In the US, Census Bureau figures show it has grown 4X over the last 10 years, from 9.5% working remotely at least once a week to 36% doing so now. Remote working has been a steadily growing trend over the last decade.
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