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Integrating Government Service Channels February 11 th, 2003 Ottawa, Ontario, Canada
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Integrating Government Service Channels Agenda @BMO: Client Expectations @BMO: Channel Integration @BMO: Observations Question Period Slide 1 2
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Background At BMO, full scale channel integration began about 2 years ago in the Retail & Business bank. Up to that point, channels came together organizationally near the top of the Bank. Channels were supported by the Product groups as opposed to a separate Channel Management function. BMO Channels Face-to-face, Telephone & Internet @BMO: Client Expectations Slide 2
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The Facts Customers are looking for anytime, anywhere, anyhow service. A customer will use multiple channels to manage their financial affairs. A customer will use multiple channels for a single transaction. BMO Mantra “One Business Multi-channel” @BMO: Client Expectations Slide 3
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The Implications BMO needed inter-operability across all customer channels in to meet increasing customer expectations. BMO needed a more co-operative work environment across all channels to deliver on those expectations. BMO Mantra “Seamless Client Experience” @BMO: Client Expectations Slide 4
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The Challenges Customer “ownership” culture. Prioritizing investment opportunities across all channels. While “good customer service” and “client choice” were critical to our success, we needed our staff to promote self-serve channels and we needed our customers to use self-serve channels. BMO Strength Strong customer service culture @BMO: Client Expectations Slide 5
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Integrating Government Service Channels Agenda @BMO: Client Expectations @BMO: Channel Integration @BMO: Observations Question Period Slide 6
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At BMO, channel integration was required across 2 separate dimensions Integration within a channel Consolidation of internet channel management Optimization of call centres Integration across channels Aligned our People programs across channels Developed a shared Technology platform across channels Aligned our Processes across channels Re-engineered our Change & Communication processes @BMO: Channel Integration Slide 7
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Internet Channel Management Management of the internet channel was scattered across various product and marketing groups within the bank. There was no single group responsible for the centralized planning and development of the channel for our retail and business customers. To address the problems, we consolidated the various subgroups into an Internet Channel Management function responsible for: Channel strategy Channel development Channel management Group now works with the individual product groups to implement their strategies. @BMO: Channel Integration Slide 8
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Contact Centre Optimization Within the Bank, there were multiple call centres or help desks supporting various product groups and market segments within the Retail and Business bank. Each of the contact centres had their own management infrastructure, people programs, technology and processes. To streamline operations, we consolidated our customer-facing call centres into a single Direct Banking Division responsible for: Retail Banking sales & service for the internet and telephone channel Business Banking sales & service for the internet and telephone channel Centralized outbound sales The Direct Banking Division became an equal partner with the 5 geographic divisions across the Bank. @BMO: Channel Integration Slide 9
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Alignment of People Programs across channels Aligned the Performance Management systems across channels. Base pay Incentive pay Performance Measurement system (ie: sales and service measures and targets) Identified career paths that encouraged staff to consider opportunities in other channels. Developed a cross-channel referral programs that rewarded co-operation across channels. Provided cross-channel learning opportunities. @BMO: Channel Integration Slide 10
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Alignment of Technology across Channels Implemented a common technology infrastructure across our entire distribution network – Pathway Connect. 1,128 sites;19,960 workstations We are currently implementing a common CRM tool across the entire distribution network. This system will enable: Shared workflow across channels Shared customer contact history across channels Shared customer solutions and opportunities across channels Shared calendaring across channels 50 % complete; fully implemented by March 2004 @BMO: Channel Integration Slide 11
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Alignment of Processes across Channels At the start of 2002, we moved accountability for process design much further down in the organization and into a new organization group – Integrated Channel Management. Responsible for process design across the face-to-face, telephone and internet channels for both Retail and Business customers Responsible for a common process framework across all channels Responsible for shared process libraries We have already seen considerable benefits from the new organization. Greater synergy and leverage on new initiatives and better decision-making. Major focus for 2003 and 2004 is to re-engineer our cross-channel and cross- product processes. At BMO, People and Technology changes were key enablers to successful process changes. @BMO: Channel Integration Slide 12
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Change & Communication Moved to centralized co-ordination of all change initiatives Implementation of all changes scheduled centrally – Traffic Controller Restricted access to the front line for all Headquarters functions Streamlined communications to the front-line across all channels Collapsed all channel specific communications into a single cross-channel monthly “Action Guide” – One Source Developed a common intranet site across channels – One Source Online Implementing a Roles-based portal in 2003 @BMO: Channel Integration Slide 13
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Integrating Government Service Channels Agenda @BMO: Client Expectations @BMO: Channel Integration @BMO: Observations Question Period Slide 14
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Everyone in the organization needs to “buy-in” to an integrated approach to channel management. At BMO, linking channel integration to customer needs NOT organizational needs was critical. Overcoming the client ownership culture is difficult. Get People and Technology right and everything else will follow Common people programs Common technology platforms @BMO: Observations Slide 15
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It is NOT necessary to provide the same functionality on all channels Customers prefer certain channels for certain services. Listen to your customers - this makes it much easier to prioritize future investments. Moving accountability for process design and investment planning lower down in the organization was critical. It made investment prioritization and decision-making much easier. @BMO: Observations Slide 16
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Integrating Government Service Channels Agenda @BMO: Client Expectations @BMO: Channel Integration @BMO: Barriers and Opportunities Question Period Slide 17
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