Proving the point that AI applications are seemingly infinite, a Japanese multinational recently developed an AI filter that can detect angry screams and translate them into calm speech, reducing the stress experienced by call centre operators.
This creative application of AI as a way to filter out human rage got me thinking about whether AI was in fact the right tool to reach for in this situation, or if it instead, it’s masking the real problem that is dying to be solved.
Just because we can, doesn’t mean we should. As Datacom’s Director for AI, Louise Compagnone warns, “When it comes to AI, it’s crucial to dig deep and understand the real problem, not just the surface-level symptoms. If we don’t grasp what people truly need, whether customers or employees – and why they’re struggling, we might end up with a clever AI solution that misses the mark. It’s about using AI to address genuine challenges, not just applying tech for the sake of it.”
It’s likely we’ve all felt some degree of pressure to answer the question: “What can we do with artificial intelligence (AI)?” The headlines about cost reduction, productivity gains, and sales improvements are compelling. Some have even predicted the end of the human contact centre – a view that is not shared across our organisation.
The service experience you have built is not a matter of luck, nor is it the place to start going crazy. You have built an engaging, customer-focussed, and energetic workplace designed around your organisation’s purpose and your customers’ needs, even navigating through a pandemic. Now, AI is emerging on the horizon not only as your next challenge but, more importantly, as your next opportunity.
From an efficiency perspective, the maths behind AI certainly justifies its adoption for service improvements. But how do you work out the best ways to embrace AI without allowing it to erode your organisational culture?
Part of the answer is having a clear change management plan. Think of AI in your contact centre as your new employee, hired to do a specific job with defined targets to help achieve your goals and support your established culture. Just like any new employee, you would involve your team in the testing process, assign a mentor to guide them, introduce them to new team members, and ensure they understand their role and the goals you want them to achieve. The same approach applies to integrating AI.
And the stronger your relationship with your frontline delivery teams, the more likely that your AI implementation will be a success. A thorough and well thought out change plan can positively impact how things are done in your contact centre and enhance the value your people see in their roles. As leaders it is critical to leverage the strengths of our culture to drive AI, rather than letting AI drive our culture.
So, what guidance can I offer on key elements to consider for driving success in your AI implementation?
1. Choose a use case (or two) and run with it
Take the leap. Seriously. If you are not already speaking with your technology partner around the best applications of AI in your world, you are missing out. Particularly, as many of the platform providers are offering some pretty compelling commercials to entice you to get started and get a sense of the enormity of the opportunity.
Take a look at the laundry list of potential use cases you could be thinking about right now. Choosing a use case that operates ‘behind the scenes’ such as a conversational interactive voice response (IVR), is a clever way of introducing AI to the workforce. It demonstrates the positive impacts with minimal human impact, reducing the burden on frontline teams by dealing with the boring and mundane stuff.
2. The business case is not all about numbers
Despite the pressure you may feel to move quickly, or to produce spectacular cost savings as part of the business case, take your time to be deliberate about the actual benefits and shifts you are looking to drive. A few questions to consider for your business case could include:
- What additional insights will this provide about customer behaviour?
- How will it affect compliance and quality, and track cost benefits over time?
- How will the skill requirements for the workforce be impacted if the use case is ‘successful’ – and how will we track this?
- What problems are we seeking to solve, and what unexpected outcomes might arise?
3. Think deeply about the implications for your workforce.
This one comes later in the piece but it’s good to be thinking about it from day one. In five years’, time, what picture can you paint of the make-up of your workforce? How many digital workers will have joined the team to free up your best people to work on the stuff that matters?
The idea of augmenting our own intelligence with technology was first proposed in 1960 by Joseph Carl Robnett Licklider, an American psychologist and computer scientist. I have to say, I prefer the concept of augmented intelligence to an artificial one. As we witness remarkable advancements in technology, it becomes evident that our ability to handle intricate interactions will be crucial. Picture a future where human potential is amplified by technology, leading to unparalleled innovation and problem-solving capabilities.
Finally, seek help. Reaching out to your technology partner for support and guidance in the progressive roll out of AI is a sensible first step. Your partner will have experience in AI roll outs and the critical elements that need consideration, both technically and culturally. McKinsey (2023) has estimated that more than 70% of transformations fail – not due to technical issues, but due to people and cultural issues. This is where an experienced partner to help navigate these challenges becomes invaluable.
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