| | APRIL 20189CIOReviewsite and needed an elevator part, they had to leave the customer, drive to the office and search through a thick printed directory to identify the right part before driving back to the customer site. Clearly, there was room for improvement.Our MVP: Mobile Tools That Empower Mobile EmployeesOur next step was to define our strategy and an MVP roadmap--and we knew it had to be mobile. We chose iPhones as the new mobility tool and began building our own proprietary apps. Using these apps, our 33,000 technicians will be able to inspect our installations, find and order the part they need, review the instructions for installing that part, consult safety procedures and more--right from wherever they're working. That means less time traveling between worksite and branch, and more time building customer relationships. All of that leads to both a better employee and customer experience. Test, Learn, Iterate, RepeatWhile we'll still be deploying iPhones and apps through next year, we also continue to test, learn and iterate. We're supporting this change through an internal network of Otis service employees, a volunteer group of 1,000 employees in 13 countries who are helping to lead our transformation and ensure it endures. This volunteer network continues to grow. This feedback is key to our success. The insights we gain from our service employees give us the information we need to make critical app enhancements. Employee engagement also helps ensure adoption of this service technology for the long term. Design Thinking in Customer ExperienceIn addition to mobile apps, we're using our agile processes and tools to digitize our customer experience. We're moving from multiple customer relationship management (CRM) platforms to one, global CRM. Our field service, sales and call-center employees will be able to more quickly review each customer's installation count, service history, contact history and more. It also ensures they're accessing and sharing the same customer data--regardless of their location.We're also putting the Internet of Things (IoT) to work to enhance the customer experience. For example, we rely on IoT to send us performance indicators from each elevator and escalator. We enter that data into intelligent dashboards, evaluate it and then generate "health maps" that reflect every unit's condition. We analyze these maps to identify the units most likely to shut down--and schedule maintenance visits before they do. That gives the mechanic more time to explore with his or her customers how Otis can better serve them. We're just starting to capture the full benefits of IoT-technologies. Our service employees have been instrumental in crafting the strategy, roadmap and expectations for our next generation of IoT solutions.We're Not Done At Otis, innovation has always defined us. Our history includes a string of industry firsts that have dramatically improved elevator performance, enriched the passenger experience and even allowed architects to design buildings in entirely new ways. Elisha Otis revolutionized how the world moves. What's less well known is that we also pioneered elevator service when Elisha's son, Charles Otis, put his signature to our very first maintenance contract back in 1861. Charles promised the customer that he would personally conduct the elevator inspections. We will continue to honor that legacy by reinventing our service model and delivering dependable service that is tailored to each customer's needs. All with the personal commitment of every Otis employee worldwide.We'll never be done--and never stop pursuing new and betters ways to deliver on our promise to our customers. Employee engagement also helps ensure adoption of this service technology for the long termChris Smith
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