Unique Patient Evacuation Coordination management tool build with OutSystems Technology

By Health, News, Technology

IG&H, a partner of OutSystems with offices in the Netherlands and Portugal is coordinating the National Coordination Centre for Patient Evacuation (LCPS). The aim of LCPS is to spread the workload and care capacities across hospitals as effectively as possible. Therefor they needed to manage the available resources in each hospital and coordinate all patient transport movements across hospitals in real-time.

To avoid a possible catastrophic scenario, a management tool needed to be built very fast and with high standards of quality.

PECC was built with OutSystems by IG&H and became up and running in less than 2 weeks. This new centralized tool replaced shared files and whiteboards that were being used before. The result was impressive, not only did it improve the effectiveness of all staff involved, but is also created a new set of capabilities (i.e. auditing and reporting). The adoption by the users was almost instantaneous and the feedback that started to reach the Development Team was great.

The PECC application covers 119 hospitals in the Netherlands and Germany. PECC provides real-time overview dashboards and other web pages that manage the process of each patient’s transport movement. These include the workflow of identifying the criticality of each case, then finding the best hospital and managing the specific transport according to the situation of the patient. These decisions are based on 90+ different input fields, that lead to the most favorable solution.

Following the success of PECC, LCPS identified one other urgent necessity that could be tackled with Low Code, the result is the COVID19 NL-DE Kooperation Webportal and a tool managing the allocation and distribution of mission critical equipment like ventilators and IV-pumps called MedOps. The Kooperation portal has been built with OutSystems and is a web application portal that manages the availability of German hospitals to receive Dutch ICU-patients. Dashboards and web pages deliver the information that the application receives directly from the hospitals and transform it in a way that immediately shows the users the most useful information quickly and if needed that information can be drilled down to the required level of detail.

This solution was only possible due to the contributions of OutSystems by providing the necessary infrastructure, deep expertise and support, the Dutch Ministry of Health and the Dutch Army that helped defining the solution process, and by IG&H Health sector knowledge.

Contact
Nuno Pacheco
E: nuno.pacheco@igh.com

Download: The Digital Transformation Journey

By News, Technology

Download: The Digital Transformation Journey

In this playbook we explain the journey an organization and its employees go through when they start to work with new platform technology.

Digitalization develops at an unprecedented speed. Yet quite a few organizations are unequipped to respond to it. A real issue, as digitalization is no longer a choice –it’s a necessity for every company that wishes to survive. The problem is, many organizations lack insight into the number and quality of their applications –they are flying blind! Budgets are largely spent on maintaining outdated IT systems, rather than invested in applications which facilitate innovation and differentiation.

 

 

Download e-book: “innovation is the driver for all change”

By News, Technology
Innovation is all about improving existing business models and finding new, sustainable business models.

An innovative organization is rigorously customer focused, allowing its employees the time and money required to work closely with customers.

As a result, they can constantly test and launch new products and services.

Read more in our e-book.

Download the e-book

Download ebook: “what does a digital transformation project look like?”

By News, Technology

All business is digital business. But not all businesses are digital.

Besides skills required for each different role, a digital and entrepreneurial mindset is also important. In addition a development program is part of the journey to get teams up to speed, along with an on the job coaching program to ensure the transformation to a digital culture is made.

Real agility is about behaviour!

Read more in our e-book.

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How process mining and low-code increase flexibility and reduce costs

By News, Technology

Many organizations are facing exciting challenges as a result of increasing digitalization. To stay relevant, it’s ever-more important to quickly respond to new opportunities. Unfortunately, old IT systems, entrenched organizational structures, and outdated outsourcing contracts usually offer little room to properly respond to such opportunities. The combination of the ‘Superfluid Enterprise’ concept and IG&H’s unique ‘Make Strategy Work’ approach helps solve this challenge.

According to leading research and consultancy firm Gartner, companies currently spend 80 to 90 percent of their IT budget on maintaining their existing systems. To increase differentiation, innovation, and flexibility, it is recommended that this percentage is reduced to approximately 50 percent. Additionally, the organizational structure of most companies is mainly focused on maintaining the status quo. As a result, it is often unable to move along with the market in a sufficiently flexible manner.

In their value discipline model, Treacy & Wiersema state that an organization should perform in at least 3 areas. These are:

  • Operational excellence
  • Product leadership
  • Customer intimacy

In other words, for an organization to be viable, its customer friendliness, its efficiency, and the quality it provides should be sufficient.

As these areas are opposing forces, Treacy & Wiersema state that the organization needs to pick an area in which it wants to excel and make a difference.

However, as a result of increasing digitalization and technological innovations, the Superfluid Enterprise doesn’t have to choose. It excels in all these aspects!

Why is this relevant?
IG&H’s proven approach ‘Make Strategy Work,’ combined with the modern technologies that facilitate the Superfluid Enterprise, redesigns the organizational structure while tackling IT challenges. As a result, flexibility is increased and costs are reduced. This leaves more money and resources for differentiation and innovation to pursue new market opportunities.

The Superfluid Enterprise is based on two core technologies: process mining and low code.

What are the benefits?
Combined with a new look at business operations, Process Mining provides a clear picture of how your company is currently functioning. Sometimes, the outcomes may be little painful at first, but they’re always instructive. Also, remember that competitors are in a similar situation. By way of illustration, according to you, how many processes follow the standard-defined step-by-step plan in your organization? When we ask this question, the usual answer is 80 to 90 percent. In reality, the percentage is nearly always lower – sometimes even as low as 8 (!) percent… This (significantly) impacts your operational costs and lead time, as well as customer experience and satisfaction! This insight is provided by hard data gained through Process Mining. However, it’s perfectly possible to start in places where your gut feeling tells you a certain process could be improved.

Based on those hard data, you can start by improving individual processes, which will result in an improvement of the entire business process. Subsequently, it is possible to look beyond individual processes to determine a company-wide approach. Therefore, the key is to first break the familiar vicious circle, indicate points for improvement in small chunks, and demonstrate success, after which you can include the organization in an overall business improvement.

In addition to staff instructions, this improvement often requires adaptation of (existing) software. By using low-code technology, the maintenance costs for applications can be reduced step by step while delivering the required changes and additions. This makes it possible to keep using your old systems while quickly adding new functionalities at low cost from the start. No need to throw your existing systems out of the window at once – you can reuse them and phase them out step by step (this is also referred to as application rationalization). This results in major cost savings and allows you to safeguard your current operations as well as reduce risks.

Low-code also provides a solution to the risks, costs, and lead time of replatforming, as well as the discontinuation of certain packages/subscriptions. Moreover, it solves the issue of a supplier acting like a monopolist (working with unconscionable contracts). It takes less time and reduces the risks of errors while adding new, required functionality, which would take considerably more time during a replatforming project. In addition, it will also be cheaper to upgrade standard software packages used by the organization to a newer version in the future (for example, SAP Hana), and user license fees can often be reduced.

How do I get there and how do I go about it?
Your company can only be successful if it can respond effectively to the continuous changes in the market. Therefore, it’s very important to start by organizing processes in an optimal way: hire or build the right skills and experience.

In doing so, it is essential to clarify the leadership role that management needs to play in the various parts of the process. One thing is certain: an orchestration role will become increasingly important within your organization. For example, which products and services will the organization purchase, what will it build, which subscriptions will it take, and what will the company integrate?

To help make the right decisions, we use Process Mining tooling, supplemented with developments by our data science experts. The use of existing data will provide insight into how your processes actually go and help identify good potential starting points for the continuous improvement process. As mentioned, in reality, your processes often differ quite significantly from the way in which they were written down.

This instantly creates an impact list and a hard business case to make the required change negotiable in the organization. Now that you have a clear visualization as well as figures, this is a lot easier than before. Good to know: the number of interviews required to properly chart the organization is thus greatly reduced, so you can achieve results faster and with less interference of day-to-day operations. A few interviews with key individuals in the organization so as to get access to data and discuss connections will suffice.

These steps form the foundation for the transformation to a Superfluid Enterprise. Alternatively, you could, for example, start from a new business opportunity or a (major) system’s end of life notice. In all cases, it’s important to have the right partner on board that possesses all required knowledge and experience while being small enough to operate as a single company. This is what makes IG&H unique, and it’s the reason why major financial service providers, retailers, and healthcare institutions, among others, make us a preferred partner increasingly often.

Next steps
Who will realize the first successes in the organization? You can, for example, deliver a working prototype in a pilot – a so-called minimum viable product (MVP). In this case, priorities are determined based on impact, considering the departments and processes in which the highest profit can be made. With the right people, the right focus, and our support, it is easy to take the first step towards a Superfluid Enterprise!

Want to know how this could work for you? Feel free to contact Aernoudt Bottemanne to explore your opportunities.

Written by Tom Jongen, data scientist, and Aernoudt Bottemanne, technology & innovation director


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Digital transformations; how companies can quickly test whether the latest technology is of value

By News, Technology

More often, organizations notice that their old IT-systems are an obstruction for innovation. To meet changing customer wishes, it is important that they can adapt and innovate at a rapid speed. Anyone who wants to work with the best available new technology, faces a difficult challenge. How do you test which technology is valuable?

In the area of IT, organizations are often faced with a dilemma: while systems based on old technology make for long development lead times, the transition to new(er) technologies requires an investment. That is why an organization should first identify the biggest bottlenecks in the current IT landscape. More than once, these bottlenecks will not only be IT related, but involve of the business(processes) as well.

A Proof of Concept (PoC) can, in a few weeks, demonstrate how modern technology eliminates organizations’ bottlenecks while usually requiring less labor. It is a chance for the entire organization – including both business and IT – to experience what it’s like to work with new technology before making a final decision. As a result, the new technology will be more logical and enjoyable to work with for the user afterwards. Upon approval, the old technology can be decommissioned in small steps.

What is a Proof of Concept?

Organizations can use a PoC to shorten a time-consuming selection process with months-long lead times. By experimenting with new technology in a short period of time, concrete results are instantly visible. Moreover, this allows the entire organization to familiarize itself with the associated new way of working, which increases internal support.

Three aspects are crucial to determine whether new technology fits the organizations needs:

  1. Functionality: What will the new technology ultimately be used for? Do the functionalities match the business and customer’s wishes?
  2. IT architecture: Does the new technology fit the existing IT landscape? Does it provide enough options, such as security and scalability?
  3. Operability: Can a developer work smoothly with the new technology? Does it enforce the digital transformation, and does it improve the collaboration between business and IT? Does the organization become more flexible, and does it facilitate an Agile working or DevOps method?

Based on these three aspects, the organization draws up a list of epics. An epic outlines the main functionalities an organization wishes to include in the PoC. Usually, these are formulated based on current bottlenecks, which may include issues with certain calculation rules or a system that can’t properly handle the current amount of data. A PoC helps proving the new technology can fulfill the business and IT requirements.

The first MVP’s in a few weeks

When providing organizations with guidance on PoCs, it’s best to implement the PoC development process in the most realistic possible way. This gives the organization the clearest idea of the usage of technology.

A full-time dedicated team is structured as follows:

  • A Scrum master who facilitates the PoC team
  • Experienced developers for product’ development, who will also serve as trainers to unexperienced developers
  • A few enthusiastic developers (from the organization) for product’ development, who can contribute knowledge gained within the organization

Optional:

  • A product owner for product qualification, who can also write and test user stories

If the organization is fairly unfamiliar with the technology in question, a suitable bootcamp will be organized first. This will ensure every developer has sufficient basic knowledge to help develop the product from the beginning. Once the team is complete and ready, it’s time to start the PoC.

During a planning session, we determine which user stories will be tackled first, working according to the Agile method – in sprints. At the end of this period, the partial product (or MVP; Minimal Viable Product) will be shown to a larger audience. All stakeholders are invited. Often, these demos are more extensive than the normal sprint demos. They contain a clear introduction, and the use of the technology is discussed – by sharing developers’ experiences, among other things. A good demo creates understanding within the organization. The business gets a full picture of the platform’s potential and can aim more accurately for tangible results. This will ultimately lead to more freedom in its product innovation.

After each sprint, it’s time for a retrospective. This is the moment to evaluate the collaboration and technology. By being open and honest with each other, you can make the PoC even more effective. In addition to the bootcamp and demos, a deep dive is also advised. Through one or two sessions on the possibilities, developers, IT architects, and other interested people fully understand the new technology. Each question is asked and/or every concern is voiced (e.g. regarding interfaces, testing, security and integration).

PoC results

After the last demo, we enter the decision-making stage. The decision to introduce new technology has proven to be difficult, but it is now supported by the various layers of the organization and tangible results of the PoC. Ultimately, the coordination and commitment of important stakeholders and departments will determine the total lead time of this decision-making process.

In experience, developers do not wait for a decision to be made. During the time they have worked with new technology, they have made significant progress. As a result, they have often developed an enormous drive to proceed – which makes a PoC so sought after. In addition, the added value for the end customer is readily apparent, which motivates employees and ensures they do not want to stop. In other words, it is built for success!

Artificial Intelligence… Low-code… Public Cloud… Which technology trends should retailers bet on NOW?

By News, Retail, Technology

Technology trends are rapidly changing the retail sector. Retailers looking to remain relevant in the future must primarily focus on two developments: High Productivity Platforms and Artificial Intelligence. This became clear during an analysis by IG&H.

In contrast to other technology trends such as Internet of Things, blockchain or virtual reality, High Productivity Platforms and Artificial Intelligence (AI) have been identified by Gartner as trends that have reached a mature stage, which enables them to disrupt the retail sector. Both High Productivity Platforms and AI intervene in each link of the retail chain, giving them a new dimension. That’s why IG&H believes that retailers who embrace these developments now greatly increase their chances to remain a frontrunner in their market.

 

High Productivity Platforms; react more quickly to developments

A High Productivity Platform can be based on generating code, as well as on model-driven execution. Low-code, for example, is an increasingly well known High Productivity Platform for software development based on object generated code.

The main business advantage of this technology is the ability to build new functionality quicker and at substantially lower cost, and the success of ideas can be evaluated more rapidly. One method of doing so is ‘rapid prototyping’. Retailers who adopt this trend are able to test new propositions quickly in changing market conditions and with little risk. A striking example is a leading food discounter which temporarily offers a more extensive luxury assortment through an online channel during the holidays. The technology offers countless applications; from small mobile apps to large back-end systems. Because of this, High Productivity Platforms are suitable for medium sized businesses as well as larger multinationals.

The accelerated development of applications shortens the time-to-market with 70 per cent in comparison to traditional packages. This is especially interesting when the development of applications requires customization. In comparison to traditional solutions, total cost of ownership is reduced to a third, a recent study by Gartner found. Next to development time, High Productivity Platforms offer big advantages when it comes to operational controllability in terms of ease of integration, altering applications, and the assurance that applications keep working after the update. All of this against lower maintenance costs.

Boost business with Artificial Intelligence

Data science is a multidisciplinary domain for more effective data gathering and analysis to facilitate better business decisions. Different techniques and algorithms can be applied, such as Machine Learning and AI. Deep Learning, an AI algorithm, is an advanced follow-up technique based on neural networks. Both Machine Learning and AI algorithms are often self-learning, which improves the effectiveness of applications over time and means the complex underlying mechanisms don’t have to be fully understood.

In the current retail landscape, we are increasingly seeing applications supported by AI and Machine Learning. There are ample examples of AI being applied in the chain, from bots in customer service with active customer dialogue, to creating supply chain flow by proactively sending goods to locations even before consumers made their purchase.

Even at the heart of retail, category management, we see AI making a difference with better integral business control. AI can, in contrast to error-prone and often department-coordinated traditional ways of working, make an accurate prediction of sales based on numerous chain factors, leading to better purchasing decisions. Our experience tells us that this prediction is accepted in up to 90% of the cases, leading to higher shelf availability and lower residual stock, in combination with higher efficiency at the department concerned.

In the fashion industry, for example, algorithms are being utilized to predict trends earlier and more precise. With Machine Learning, this enables offering personal discounts to the customer. Through enhanced customer personalization higher conversion ratios can be achieved and purchasing can be done more accurately. This results in lower residual stocks. The urgency is confirmed by the expectation that by 2020 more than 85% of retail transactions will be based on AI.

Dawn of exponential technological developments

Exactly the same reality holds true for us as consultancy. We see that our customers have a need for support with a large number of technologies and trends. To meet this need, our firm has more than doubled in size the last few years in the domains of Analytics and Technology.

The current and expected trends make us realize that we are at the dawn of exponential technological developments. To remain relevant and flexible as a retailer it is crucial to make the right choices. AI… Low-code… Public Cloud… On which technology trend will you bet?

Written by: Iris Huisman (Analist Retail), Michiel van der Werf (Consultant Retail), Sjoerd Norden (Consultant Retail) and Bram Gilliam (Director Retail)

Technological innovation is growing exponentially; how does your company keep up?

By News, Technology

In the coming years, an unusual trend will become steadily more obvious: it will become clear that technological innovation is now growing exponentially rather than via a linear curve. Within ten years, computers will be powerful enough to make as many calculations per second as the human brain. These developments will have a big impact on organizations’ business models.

Companies can’t avoid it; in the not too distant future, all organizations will go digital. If current developments keep growing exponentially, computer power (calculations per second) will be equal to the total calculations of all human brains put together within one generation. Moreover, various new technologies and their uses will have an impact on all sectors, such as blockchain, AI, robotics, Internet of Things and medical wearables.

Exponential, rather than linear thinking

Disruption as a result of these technological developments looms over every organization. Many companies today have need of new business models in order to face this disruption. Focusing on improvements within the current business model, the so-called ‘Horizon 1 and 2’ developments, is no longer sufficient. Continuous attention for new Horizon 3 business models must be anchored in the corporate culture.

There are already a fair few examples of senior management (don’t be that guy) hanging onto their tried and tested business models on the basis of personal experience and expertise. Because of this, they eventually had to deal with total disruption. Competition can often be found where you aren’t expecting it; start-ups use all available technologies to launch new business models.

That’s why it’s important to start thinking about the future now. In the coming years, for example, chatbots will become commonplace in customer service. In the healthcare sector, medical wearables are being developed which can not only cure certain illnesses, but prevent them entirely. The blockchain will eventually be put into use everywhere, cutting out the need for a ‘middle man’. Moreover, Artificial Intelligence technology will be integrated into our existences and will act as our co-pilots.

Prepare for the future

It’s difficult to fully anticipate upcoming developments. The human brain simply isn’t capable to predict and extrapolate such exponential trends. This means that anticipating the specifics is pointless. Set up your organization to be technologically flexible, so that it can quickly adjust itself according to the market.

Don’t stick to just ideas; anchor the technological models in the organization and put them into practice. Firstly, the senior management has to be made aware of the exponential growth curve that will impact all organizations. Then employees throughout the company must be stimulated to think and act in an innovative manner. Of course, this must happen with and for clients. This entails (minimum viable) products being launched cyclically in order to receive feedback as quickly as possible in order to improve. Only organizations that learn faster than the competition will survive.

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Tech companies take giant steps in healthcare

By Healthcare, News, Technology

Tech giants, such as Google and Apple, have had their sights set on the health market for years. They have a good reason: the health sector ticks every box that technology companies are interested in. They are suffering from problems such as affordability and scarcity, it is a relatively non-transparent market and there is a lot of money in it.

In the past, competitive forces proved they were able to shape and dominate other sectors. Apple, Google, Amazon and Microsoft have completely changed the way we communicate, shop and work. These tech companies have the same similar ambitions in healthcare, although each concern has its own approach based on its own strengths. Apple focuses on consumer electronics, Google on data and Microsoft on online services and analytics. Which steps did they take recently during last year?

Apple

Apple has offered the ‘health, care and research kit’ for years in order to be able to build healthcare apps quickly, and to gather and share information. In 2018, Apple launched Health Records on iOS, allowing customers to see and change their medical dossier, as well as share them with healthcare providers. This can also consist of data from electronic patient records belonging to hospitals or other healthcare providers.

By mid-2018, more than 500 hospitals were connected to Health Records. Apple also further developed their personal metrics programs, such as cardiac monitoring (ECG) via the newest Apple Watch. They are also forging partnerships to work towards digital eye tests and revalidation programs for those recuperating from knee and hip operations.

Alphabet

Google’s parent company Alphabet was possibly the most active in the healthcare branch in 2018. Most noteworthy was the launch of the new Google Fit platform and their new partnership with Fitbit. Their goal is to make data more easily accessible for doctors. They are now in direct competition with Apple in the e-health market.

Alphabet also showed strong support for the American company Oscar Health. The online health insurance company gained almost 400 million dollars in investment capital last year. Oscar Health customers can save for discounts on their health insurance premium by exercising. On top of this, Alphabet also has two subsidiary companies which are focused on healthcare. Verily develops possibilities for medical machine learning, whilst Calico is focused on genome research.

Amazon

Amazon shook up the healthcare market last year in their quest for growth. Firstly, they announced that they are going to set up their own health care providers for staff. This will be done in partnership with business bank J.P. Morgan Chase and Warren Buffett’s megacorporation Berkshire Hathaway.

Amazon’s CEO Jeff Bezos wants to start his own healthcare company that will offer smarter, cheaper, and better care. After this announcement, Amazon bought online pharmacy Pillpack for 1 billion dollars. Through smart use of data, Pillpack improves service for patients. The client receives precisely measured doses, is reminded when it’s time to take medication, and no longer has to take care of declaring costs to insurance companies, as Pillpack takes care of that as well.

On top of all this, Amazon has started developing products to gather and process medical data via the cloud service Amazon Web Service, with digital assistant Alexa fulfilling the role of digital doctor.

Microsoft

Microsoft is mainly focusing on researchers, doctors, and biotech. The company is developing various AI and cloud computing projects through the NExT program. In 2018, Microsoft launched diagnostic support of images and tooling for doctors and scientists in the field of genomics.

Both projects are AI-driven and are saved in the cloud. Microsoft emphasises the latter. The company offers cyber security by saving healthcare data safely in the cloud following strict compliance and confidentiality regulations.

Alibaba/Tencent

Large Asian tech companies are also active in the healthcare sector. Alibaba is predominantly known as a cheap web shop, but in Asia they are leading the application of Artificial Intelligence in healthcare. CEO Jack Ma rapidly developed a platform for the interpretation of diagnostics like CAT scans. The tech giant also has a virtual assistant that supports doctors when selecting treatments.

It’s even less well-known that Tencent- Asia’s number one tech company- is also extremely interested in healthcare. Customers can get medical advice and make appointments via the app WeChat. The company has an online and offline ecosystem at their disposal in order to provide healthcare through partnership with Trusted Doctors. Moreover, Tencent has developed diagnostic programs in order to help doctors diagnose cancer early. They’ve also started initiatives to utilise their AI platform in order to help diagnose other diseases, including Parkinson’s disease.

The future

Tech companies are on a roll and are going to have an increasingly large impact on the healthcare sector. The degree to which this occurs depends on a number of developments:

  • Tech companies are wrestling with a lack of information standards in health care, which hinders the exchange of data. In 2019, Google, Amazon, Microsoft, and IBM are working on further developing a new standard, FHIR, in order to enable unhindered connection.
  • Medical professionals are critical of tech companies’ developments, and they are the ones who decide in the end if these developments are implemented. There are, for example, doubts about the reliability of these developments, such as the ECG of the Apple Watch. Moreover, the sector is suffering from ‘not invented here’ syndrome.
  • Tech companies are not always as careful with data as they should be. Facebook is the most recent example of this. Many consumers don’t let this stop them. However, it remains to be seen how long they will accept this when dealing with sensitive information such as illnesses and treatment.
  • Everything is different in healthcare. A patient can act differently than a consumer. The healthcare branch is also much more strictly regulated than other sectors.
  • In closing, the healthcare sector- depending on the country- is often publicly financed.

The answer

In the Netherlands, many healthcare facilities will say that they aren’t noticing the influence of large tech companies very much. That is true. That is the very reason why now is the correct time to take action. Ask yourself if you, as a healthcare provider, know enough about the digital needs of your patients. Research how tech companies can contribute to affordability, accessibility, and staff choice within your healthcare facility. Broaden your horizons and don’t be surprised by the development speed of tech companies.

By: Walter Kien (manager Healthcare IG&H) en Arvid Glerum (consultant Healthcare IG&H).

How digital channels really add value to the customer experience

By News, Technology

An exceptionally good customer experience leads to demonstrably better business results. Research shows that customer satisfaction increases, brand reputation optimizes and turnover increases as well. How do you improve the customer experience by using digital developments such as personalized websites, IoT devices and voice assistants? Jules Hoppenbrouwers, Manager Digital Customer Experience, explains.

If you want to increase the customer satisfaction of your company, you have to meet the expectations of the consumer and take an extra step at key moments in the customer journey. Companies are therefore expected to create a strong and consistent customer experience during all touchpoints in this process. The customer experience is as good as the weakest link in the entire customer journey.

The difference between an online and offline consumer is fading. Customers are constantly changing from one channel to another. For example, after someone doesn’t feel like they are assisted online, they can decide to call customer service. Unfortunately, there is a possibility that a consumer will have to tell his entire story again.

Many companies are not yet responding to the numerous channels on which a consumer is active. For example, the call center employee does not know about the previous online journey of a consumer. This can give them the feeling of being given the runaround. If a few days later, the customer subsequently receives a general newsletter that does not meet his needs, he will most likely unsubscribe.

One customer view 

To prevent this problem, companies need to work from a single customer view, available for all different channels. A customer profile includes information about the (online) behaviour of the consumer, which can be enriched with data from other systems, such as demographic data and purchase history.

First map out which systems contain information about your customer. If you, as a company, carefully bring this data together, one relevant customer view emerges. If all goes well, it is already known where this information is due to the General Data Protection Regulation (AVG) (or GDPR) regulations.

Visualize the customer journey

We live in a time where the customer communicates with the brand of your organisation via personalized websites, mobile apps, or smart thermostats. If the customer journey is carefully mapped out, you can easily respond to these new developments. Figure out where you can renew and optimize your customer journey by using new technologies.

The extra data insights that arise from the use of these digital innovations can help you to discover patterns in the behaviour of your customers through Artificial Intelligence (AI) and Machine Learning (ML). You can act on this by, for example, responding to possible new purchases; the ‘next best action’.

It is also possible to optimize online sales funnels and service channels through online platforms. This gives employees real-time access to relevant information about their customers. By means of A/B-testing it is possible to observe which statements convert best.

Digital Experience platform

A Digital Experience Platform (DXP) plays a key role in operating all these digital touch points. It brings an omni-channel customer view together with a content management system, allowing you to automatically send relevant information to the right customer over the right channel in real-time. This allows a customer to continue his journey seamlessly from, for example, a physical contact moment to a digital interaction via the ‘my-environment’.

Each channel specific type of service

Incidentally, this does not mean that the customer receives the same service on every channel. When visiting a ‘Brick and mortar’ store, the consumer may want personal advice, while the digital channel is more suitable for offering services efficiently and effortlessly. Give the customer the experience that suits the channel and connects to the integrated customer service.

IG&H has a unique combination of sector expertise and the different competence teams of Technology, Analytics and Organization Transformation. This is why we are positioned to connect the many individual initiatives from an integrated customer view and to turn them into a valuable and memorable customer experience. Want to know more? Contact us.