Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture

eople & culture Next Steps Appendix

We have agreed to a set of vision statements across each of the

operating model components that will guide our transformation

Brand & Offerings People &

Customers Channels
communication organization

To provide all of our Experience is optimized ENTITY customers have a We are excellent at our core We are an agile organization
customers with an effortless across a selective set of personal and positive offerings and add value to with employees empowered
energy experience channels to support 75%+ of experience with our brand customers with to make decisions
contact digitally complementary services

Tech & data Process & policy Governance Performance metrics Culture & values

We harness technology to drive Process design and Delegated authority is given Priority KPIs measure and We have a continuous
process efficiency and execution prioritizes the to defined, accountable and communicate strategic improvement and first-time
anticipate our customers’ customer, even when that is empowered decision makers outcomes to drive informed resolution culture, and hold
needs challenging for the business at all levels decisions each other accountable to this

Key Decisions
The Mission Design Principles Vision Statements Strategies
Delivery

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 Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Key Decisions
The Mission Design Principles Vision Statements Strategies
Delivery

17
 Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Customer Services leadership proposed some early key decisions to

guide the development of the Target Operating Model

Question asked TOM Decision

• We will use Customer Effort Score to measure performance across customers
How will we measure the success of Customer Services through • We will use an Employee Engagement Index to measure performance across employees
a set of primary KPIs? • We will use Cost Per Contact to assess value across the organization
• We will use Days Elapsed to Deliver to measure organizational agility

How can we make it easier for customers via field? • We will offer 1-hour appointment windows for emergency and non-emergency requests

How will we communicate our journey to the business? • We will focus early on putting out effective communication of existing initiatives and activities

• CCAs will be treated as a primary customer group and we will strategically explore various CCA billing options, including
How will we respond to the rise of CCAs in ENTITY?
the option of sending two separate bills

How will we manage these changes? • We will work to build out an effective governance structure across Customer Services

How will our channel priorities need to change to deliver? • We will explore prioritizing: (1) Mobile App, (2) Voice, (3) SMS, (4) Digital Assistants, and (5) MyAccount

Key Decisions
The Mission Design Principles Vision Statements Strategies
Delivery

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 Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Key Decisions
The Mission Design Principles Vision Statements Strategies
Delivery

19
 Introduction Executive Summary Vision & alignment High-level design Operational improvement CS Transformation KPIs People & culture Next Steps Appendix

Based on our assessment, we have developed a TOM roadmap that

stakeholders believes can transform the business
Make it easy Making it easy Made it easy 
Illustrative plan using TOM design principles 2019 2020 2021 2022 2023 2024 2025
Implement a voice of the customer platform, which has the ability to measure customer effort score
Make the bill more simple, user friendly and easy to understand
We put customers first and provide an Simplify the credit card payment process for customers
effortless service experience
Route customer to the correct agent through the IVR
Build flexibility to achieve 1-hour field appointment windows
Deliver a consistent experience across channels (e.g. Mobile App and MyAccount) for customers
Auto-enroll customers in text alerts and notifications for outage
Introduce voice support (i.e. Alexa, Siri, Google) for 2 use cases through voice channel
and high bills
Introduce text alerts for account changes (e.g. bills reminders & alerts, field service status
We prioritize digital solutions for our team Improve presence on social media (I.e. Twitter & Facebook) Implement a chatbot-like assistant on the current website to handle a broader set of questions, integrated with
and our customers Promote the usage of self-service to customers customer accounts
Establish a consistent process for updating information on the website
Default customers to paperless billing
Identify areas and opportunities to increase automation to support workflow of field
/ ESS agents
Document and communicate roles and responsibilities for improving CX to all
We believe service starts with trusted team employees within Customer Services
members who are empowered to help Create a "Voice of the Employee" platform and process of soliciting ideas across the organization
customers the first time Provide opportunities for employees to shadow, visit other departments, attend offsite,
conduct field ride alongs
Implement an automated process to measure days elapsed to deliver certain offerings, communications, rates
Establish a performance framework – including KPIs – across the business to deliver the CS vision
We are an agile organization that reacts
Consider the use of multi-skilled vs specialized agents
quickly to customer needs and changing
Work with HR to assist in organizational re-design efforts that improve efficiency, structure, and function
market conditions
Implement the use of a consistent continuous improvement methodology to drive operating model initiatives
Implement a method to measure first contact resolution that the business has confidence in

Invest in actionable segmentation to define service strategy for different customer types
We add value to customers by connecting Simplify program offerings / value prop to make them easy for customers to understand
them to relevant energy offerings Create personalized service offerings and recommendations through predictive analytics

Key Decisions
The Mission Design Principles Vision Statements Strategies
Delivery

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