Mobility strategy

Using mobile technologies to improve efficiency and productivity of employees, and consequently, customer satisfaction

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In order to comply with my non-disclosure agreement, I have omitted and obfuscated confidential information. All information presented here is my own and does not necessarily reflect the views of Housing New Zealand Corporation (HNZC).

Understanding the problem

We had a high level idea of the benefits mobile technologies could bring to our services but we were not sure about how some of the complex processes of the current system could be offered on mobile and what would be the impact on our employees and customers.

We started by interviewing key stakeholders to understand current infrastructure, technology roadmap, future plans, barriers and opportunities. Then, we reviewed the current process flow and talked to the research team to understand the most common customers' complains.

After that, we spent some time with customer facing emplyees to observe what they were doing and why (user shadowing). Getting immersed in their work activities helped us to identify pain points and opportunities they encountered and to develop a real understanding of the service interactions.

Defining the scope

After identifying across the Corporation what transactions could benefit from the mobile technology we put together a plan to:

  • identify and profile the different mobile workforces and understand their unique requirements

  • define and access potential benefits both qualitative and quantitative for the Corporation and the customer that a mobility strategy could create and estimate its implementation costs

  • evaluate direction of technology and roadmap in a mobile setting including computer systems, software applications, and tools based on their functionality, usability, interface and efficiency in performing tasks

  • investigate mobile workforce management tools and best practices including the optimisation of schedules, tasks, work orders, assets, timesheets, reporting etc

  • protect the safety, health and welfare of people engaged in mobile work

  • define how performance and strategic value was tracked and measured focusing on continue improvement of processes including the following areas: processes (productivity and efficiencies), financial, customer/staff satisfaction and technology enablers

  • ensure end-to-end security control and continuity as information moves across networks and devices

  • support employees by providing training on all required devices, operating systems and software applications

  • identify organisational structures and properties used by the Corporation to perform regular business activities.

Exploring potential solutions

I joined a team responsible for identifying and profiling the different mobile workforces. We aimed to understand their unique requirements. I was also responsible for presenting a mobility vision to our key stakeholders.

We started by mapping out the entire processes we wanted to incorporate mobile technologies through a Service Blueprint. The Service Blueprint allowed us to represent the flow of actions that each role needed to perform along the process, highlighting the actions that the user could see (above the line of visibility) and the ones that happened in the back-office (below the line of visibility).

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Service blue print

We also talked to representants of the mobile workforce to understand their requirements and validade the Service Blueprint. We aimed to identify opportunities where mobile technologies could have a big impact.

Delivering final solution

We identified 5 mobile workforce types:

Types Work characteristics Sample roles

Road Warriors

  • spend 80% of time away from desks travelling or at customer locations

  • primarily face to face customer based services

  • heavy email and voice usage

  • heavy use of business applications

  • Senior/Tenancy managers

  • CGH project managers

Field Force

  • spend 60% of time outside the office moving between multiple sites

  • often asset based services or some customer based services

  • specific application access

  • moderate email and voice usage

  • moderate use of applications

  • Product specialists

  • Property quality

  • Tenant liaison

  • Quality auditor

  • Investigations

  • Tenancy tribunal specialists

Meeting Solider

  • spend ≥ 50% of time away from desks within HNZC or with external stakeholders

  • typically management

  • heavy and continuous email and voice usage

  • Chief Executive

  • General Managers

  • Regional Managers

  • Tier 3 management

Location Hoppers

  • spend ≥ 40% time away from primary office desk but within HNZC

  • primarily operational business support services

  • moderate use of business applications

  • moderate email and voice usage

  • Internal Audit

  • Risk and Assurance

  • Learning and Development

  • Area Managers

Desk Cruisers

  • spend ≤ 40% time away from primary work desk

  • typically strategic support services

  • specific business application access

  • moderate email and voice usage

  • HR

  • Finance

  • Admin

  • Sector and Stakeholder

  • Governance

  • TSBI

  • ICT

Then, we created a document profiling the different mobile workforce types and their respective Service Blueprints. The new processes aimed to:

  • create efficiencies in processes by increasing productivity and reducing costs

  • keep field staff connected and safe

  • free up head office resources to focus on value-adding activities

  • empower employees to access real-time information

I also designed a series of posters highlighting the mobile technology benefits and applications to inform key stakeholders.

Mobility strategy outputs