From Washington to Davos, many of the world’s most influential leaders – in both business and politics – face an increasingly uncertain year ahead.
Cutting through the noise on both sides of the Atlantic this week, however, has been artificial intelligence and the use of data in driving decision-making.
We know that these technologies will become ever more prevalent in our daily lives, as the many global declarations of confidence in AI over recent weeks (all but) confirm. Here in the UK, more than half of businesses plan to redirect investment from staff to AI, to combat rising costs.
As I noted in a letter to the FT last week, this transition must be handled with care. For the services sector, it is essential that we don’t lose sight of the end customer, or indeed the wider experience we are trying to create.
Technology has improved, but it isn’t the panacea
The conversation around AI in service has shifted in the past 12 months, revealed by our latest UK Customer Satisfaction Index – which shows that overall, consumers think that technology use has improved. That said, its integration into the service experience remains a delicate balancing act both from a process standpoint as well as an ethical one. Just because we can doesn’t always mean we should; I also worry that we make conscious and unconscious decisions, at times oversimplifying human behaviour or at worst, trying to correct, manipulate or coerce. Leading with doing what is right and challenging our thinking and wisdom will always remain critical ensuring we focus on the right outcome as seen through the customer lens.
In the first instance, we need to be clear on the purpose and benefits of technology in service, not least because it isn’t a standalone solution and there are risks of things going wrong when it’s over- or misused.
It’s no longer a case of adopting a blended approach, but developing an integrated and evolving one, taking into consideration how technology can be used to improve different aspects of the customer experience. Checks and balances are critical, along with human intervention when needed.
Technology can help us better understand customers and their preferences and personalise effectively and at scale. This should enhance the role of service professionals, making it easier to find the right solutions more quickly.
Furthermore, the use of technology doesn’t suit every scenario and, for some vulnerable customers, tools like chatbots or self-checkouts can lead to digital exclusion.
Organisations should ensure they’re accommodating the circumstances and preferences of all customers, ensuring support and alternative service channels are available when needed.
A deliberate and personalised approach
There is an air of inevitability surrounding some AI in service, but we mustn’t view it as an “either-or” situation.
By considering the purpose, benefits and risks of these technologies – and by utilising data to understand customer needs and desires better – businesses can ensure they unlock their full potential while landing on a carefully integrated balance between AI and human, whereby one complements the other.
Ultimately, the responsibility for making this happen sits with business leaders. And as our panellists discussed at our in-person UK Customer Satisfaction Index launch event last week, this comes down to two factors.
We must first be deliberate in the way we’re using technology to deliver a specific outcome that benefits the customer. And second, rather than taking data at face value, it should be transformed into a deep understanding of the customer, to personalise and enhance their customer experience.
In doing so, businesses will be well placed to leverage the defining technologies of our time, to boost customer satisfaction, drive business performance, and spark a turnaround for our economy.