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  • Service culture, bringing teams together

    17 March, 2016

    By Academie du Service UK

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    bnp-paribas-cardif1

    At insurer BNP Paribas Cardif, the ETO (Efficiency Technology Operations) division(1) has implemented a Customer Centric Programme (CCP) whose key objective is putting customer needs first. The programme has been rolled out within the teams working on daily production and also within project and internal support teams responsible for business transformation. Cultures Services met Philippe Kirady, manager of the ETO department Corporate Expertise and Process, in charge of process industrialisation and optimisation.

     

    What were the particular circumstances that led the Expertise and Process department to adopt a service culture?

    Philippe Kirady: When the CCP programme was initially launched, Corporate Expertise and Process, like the other ETO departments, drew up a set of service guidelines. Then in 2011 the ETO division was reorganised and my unit merged with two other teams. To bring the three teams together and set out the missions of this ’new’ department we used the various tools associated with a culture of customer service.

     

    Specifically, how did you work on the integration of these teams? How were employees included in the approach?

    Our first step was to identify our clients. The three teams made a list of their clients and the requests they regularly had to deal with. We then put together the service offer of the new unit. Finally we translated this offer into a promise to our clients: “we help you to implement processes with a recognised added value”. The last step was to describe the unit’s missions and to formalise a customer-centric organisation. These new service guidelines we produced were then unveiled to staff at a seminar in December 2011. Our teams identified themselves in the offer, the customer promise and the market segmentation. To make our service offer visible, together with our employees we designed a product catalogue for our clients. It brings together the products produced by the three individual teams, for example, standard procedures on dealing with a complaint treatment process, or how to define data guidelines.

     

    How has the service culture helped to bring teams together?

    By focussing teams on customer satisfaction, the service culture has brought about a common set of service and management standards, and the newly merged team has forged its new identity around this. It has become a strong federating tool because employees can easily refer to the service offer, the attitudes and practices of the new department. But for these guidelines to take root, management has a critical role because they have to encourage a customer-

    centric attitude from their teams through leading by example, encouraging feedback, and triggering debate and discussion. Employees can also challenge their managers by referring to the practices and tools developed in this programme. Our next management challenge is to introduce our staff to the notion of “symmetrical consideration”.

     

    How do you maintain a service culture on a daily basis within this new department created from the merger of three teams?

    There’s only one way to keep the ball rolling, and that’s to keep things happening. A member of my team is specifically in charge of this.

    For example, we asked our Expertise and Process clients outside the Paris area what their main needs were, so we could plan in our budget for specific operations. We have also worked to introduce letters of engagement to clarify needs and define the responsibilities of each of the contributing parties, so as to deliver a service in line with the client’s requirements. Furthermore we have introduced a reporting dashboard to measure how we meet our client commitments both in terms of time and quality. One of the commitments we formulated is “Inside 48 hours, I provide a solution or else I explain why I can’t.” The culture service also defines common practices that we measure regularly in order to assess how attitudes are changing within the team. Among these practices, “Feedback” aims to make the evaluation of customer satisfaction after each significant service a natural reflex. And because our unit is new, this feedback is a vital leverage tool to pursue continuous improvement of our service.

      

    1 Within insurance company BNP (Efficiency Technology groups back office bringing together 45% of the groups functional departments. Its strategy is founded upon two main pillars: the industrialisation of operations management and a customer-centric service culture.

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