Realizing the Full Benefits of a Mobile Workforce Management Solution
Here is one way to get Smarter about Services: be in the minority (top 5%) and make your Mobile Workforce Management IT project successful.
According to IDC, “25 percent of IT projects fail outright. Meanwhile, 20 to 25 percent don’t provide ROI and up to 50 percent require material rework.” That’s roughly 50% of IT projects that fail or don’t provide ROI and greater than 95% of IT projects that are not successful.
A recent benchmark survey conducted by The Service Council revealed 54% of greater than 500 respondents (greater than 250 organizations) indicated their plans to acquire a Mobile Workforce Management solution in the next 12-24 months. To the 5% (13 organizations) of the roughly 250 organizations who will be successful in their Mobile Workforce Management IT project: Congratulations! To the rest of you, you may want to continue reading.
The Service Council has been chronicling a movement by organizations towards Smarter Services; organizations who have successfully established a balance between delivering cost-effective, operationally efficient and profitable service without losing sight of the importance of the customer experience. However, in Performance Measurement, it is important to remember the difference between efficiency and effectiveness. In Mobile Workforce Management, traditional Performance Measurement indexes such as First Time Fix, Mean-Time-to-Repair, Workforce Utilization are often the measuring stick in determining the success or failure of an organization who employs a field workforce.
Efficiency is related to cost effectiveness (i.e. the lowest costs for a given output level). Whereas, Effectiveness is related to if the service level meets the demands of the market (Customer Satisfaction, % of Marketshare, etc.). Ultimately, you can be effective without being efficient and vice versa.
In the Smarter Services Technology Evaluation Series: The Road to Mobile Workforce Management Transformation series (a multi-part, thought leadership series launched by The Service Council in Q4 2012), we look specifically at the evolution of organizations who have embarked on a Mobile Workforce Management transformation. In Part II of the series, The Role of Mobile Workforce Management Technology in Today’s Field Service Organization we welcomed Matt Yasinchuk, Dispatch Manager within the Integrated Resource Management (IRM) group at FortisBC Energy, a regulated natural gas distribution company in British Columbia, Canada. FortisBC initiated a Mobile Workforce Management transformation which resulted in the following results:
- 95% – On-Time Arrival Rates
- 96.4% – % of Meter Exchange Appointments Kept (vs. 92.2% Target)
- 34% – decrease (2008-2012) of Non-Productive Time
- 27% – increase (2009-2012) in # of Work Orders Completed
- 31% – increase (2009-2012) in % of Auto-Assigned Customer Service Orders
Through many interactions with our global membership and the documentation of best practices through our ongoing Smarter Services benchmark research, we’ve been able to identify several common behaviors exhibited at organizations who have witnessed successful Mobile Workforce Management transformations like FortisBC. These include:
- The establishment of an initial baseline measurement of the organizations current and historical performance.
- The elimination of cross-departmental barriers and fostering of a collaborative effort.
- The seeking of input into the change management strategy from multiple levels within your organization, ranging from field workforce to management (Engaged Employees = Engaged Customers).
- The mapping of the customer journey to better understand the who, what, when, where, why and how customers interact with you and/or prefer to interact with you to identify conversion points for the establishment of deeper partnerships.