| | APRIL 20188CIOReviewSilicon Valley start-ups. Multinational conglomerates. Local retail establishments. Every day, all these businesses pursue the goal of delivering better customer experience.So does Otis. When Elisha Otis launched the elevator industry with his invention 165 years ago, we also made a promise to our customers. With us, service excellence isn't a slogan; it's how we do business. We're constantly taking stock of what our customers want and need, ensuring that Otis continues to deliver the experience and quality our customers expect.Today, Otis is more agile and collaborative than ever, competing like the start-up we were in 1853 when Elisha Otis founded his company. Creating an Agile CultureOur service transformation is a perfect example of how we're creating an agile culture that responds in real time to customer needs. Otis and our parent company, United Technologies, share this cyclical approach that begins with user-centric design, creates a minimum viable product (MVP) and then moves quickly to test, learn and iterate to enhance our field operations and customer satisfaction:· User-centric design: We start by uncovering what our users--employees, customers, passengers-- need or will need. By designing for real needs, we build loyalty and streamline development. · MVPs: We release new offerings as MVPs, which include only essentialfeatures and functionality. This approach accelerates time to market and helps us validate that our core assumptions are true.· Test, Learn, Iterate: After we release a service product or MVP to users,we seek to continuously refine based on feedback and analytics. Iteration continues for the duration of the service lifecycle. User-centric Design Led by Our People Listening to our own employees--and their experiences--is critical to the transformation of our service business. If we've learned one thing, it's that before we can improve our customers' service experience, we must first improve our service employees' experience. To get that input, our employees interviewed our customers to better understand their experiences with us. Based on what they learned, they created journey maps and pain-point analyses, and suggested ways to make the service experience smarter and more streamlined--for our customers and service employees.Our mechanics told us of their pride in their work and their buildings, but also explained exhausting processes that prevented them from spending more time with customers. For example, if they were on-A 165-YEAR-OLD START-UP COMPANY THAT REDEFINES CUSTOMER EXPERIENCEBy Tony Black, President, Service and Chris Smith, Vice President, Service Innovation, Otis Tony Black
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