Integrating Government
Service Channels
February 11th, 2003
Ottawa, Ontario, Canada
Integrating Government Service Channels
Agenda
@BMO: Client Expectations
@BMO: Channel Integration
@BMO: Observations
Question Period
Slide 1 2
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
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
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
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
Integrating Government Service Channels
Agenda
@BMO: Client Expectations
@BMO: Channel Integration
@BMO: Observations
Question Period
Slide 6
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
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
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
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
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
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
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
Integrating Government Service Channels
Agenda
@BMO: Client Expectations
@BMO: Channel Integration
@BMO: Observations
Question Period
Slide 14
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
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
Integrating Government Service Channels
Agenda
@BMO: Client Expectations
@BMO: Channel Integration
@BMO: Barriers and Opportunities
Question Period
Slide 17
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