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

KPIs People & culture Next Steps Appendix

Work with HR to assist in organizational re-design efforts that

improve efficiency, structure, and function
Sponsor: PERSON Owner: Customer Services Leadership, HR Kickoff: 19Q1 Duration: Long
Hypothesis Potential Solution Activity timeline Status Owners

◕
Assess current organizational,
identifying opportunity areas based on CS/HR

◕
TOM vision and strategy
§ Design an organization that improves Design high-level organizational
§ There is an opportunity to improve the existing organizational CS/HR
efficiency, structure, and function of the structure for achievement of TOM
structure to improve efficiency and effectiveness

◔
business, while supporting the
§ ENTITY would benefit by aligning its organizational structure to Work with HR to implement and
achievement of the target operating
support articulated Target Operating Model vision and strategy execute detailed organizational CS/HR
model
structure (ongoing)

 Need identified
◔ Owner defined
◑ Work initiated
◕ Early rollout
● Full rollout

Risks Dependencies Impacts

M Cost (e.g. materials, systems, labor) H Benefits (customers, employees, business)
§ If re-design efforts are not executed § Organization in place to deliver
§ Alignment with ENTITY timeline &
properly certain capabilities or operating model strategy
benefits case § Cost anticipated for strategic hires to
activities may be hindered § Future state strategic opportunities to
§ Alignment with corresponding enable operating model capabilities
§ Role realignment for existing staff may attract / retain HiPo talent
business units such as IT to support re- § Cost associated with any upskilling or
result in required upskilling and § Optimized alignment of resources to
design outcomes training for new roles
knowledge transfer deliver services & enable new
capabilities as a result of ENTITY

We are an agile organization that reacts quickly to customer needs and changing market conditions

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

Implement the use of a consistent continuous improvement

methodology to drive operating model initiatives
Sponsor: PERSON Owner: PERSON Kickoff: 19Q2 Duration: Long
Hypothesis Potential Solution Activity timeline Status Owners
Develop methodology and framework
to support continuous improvement ◑ BB

§ A structured, continuous improvement methodology that Identify owners and accountable

§ Develop a continuous improvement
supports initiatives from identification to execution can drive
model across Customer Services that stakeholders to support CI  -
organizational agility and achievement of the Customer
supports the operationalization of Develop measurement framework to
Services TOM  -
initiatives to deliver incremental support CI methodology
§ Today, there is no consistent process that drives accountability
improvement overtime
of initiatives across Customer Services Implement methodology across
organization  -

 Need identified
◔ Owner defined
◑ Work initiated
◕ Early rollout
● Full rollout

Risks Dependencies Impacts

§ Some process changes required,
potential impact to BAU
L Cost (e.g. materials, systems, labor) H Benefits (customers, employees, business)
§ Resources required to standup and
support the CI methodology on an § Faster speed to market (for new
ongoing basis services, offerings, etc)
§ Initial resource time required to design
§ Potential integration with other § Improved customer sentiment and
and setup CI model and methodology
organizations outside of Customer employee empowerment
across the organization
Services (e.g. IT) § Better tracking of operational and
organizational efficiencies

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

Implement a method to measure first contact resolution that the

business has confidence in
Sponsor: PERSON Owner: PERSON Kickoff: 20Q4 Duration: Long
Hypothesis Potential Solution Activity timeline Status Owners
Develop business case for moving
§ First contact resolution is a critical driver toward customer toward first contact resolution  -
effort score
§ Industry leaders are moving to first contact resolution, which Design methodology for measuring
trackers resolution attempts across all channels rather than § Implement a method to measure first FCR across channels  -

first call resolution, which is focused exclusively on call center contact resolution that the business has Work with IT to develop and deploy
performance confidence in system to track FCR across channels  -
§ Tracking first contact resolution will be a key driver for creating Compile and assess results, continue to
an effortless customer experience and achievement of the develop and evolve FCR methodology  -

◔ ◕
TOM
 Need identified Owner defined
◑ Work initiated Early rollout
● Full rollout

Risks Dependencies Impacts

H Cost (e.g. materials, systems, labor)
§ Significant system resources required
§ Success of measuring FCR will be to track customer contacts
§ ENTITY is set to bring new capabilities
require ongoing maintenance as new § Resources required to define FCR
across channels and could impact
capabilties and functionality is methodology across channels
rollout of FCR measurement
introduced across channels § Resources required to capture and
measure customer FCR across
channels
H Benefits (customers, employees, business)
§ Gathers insight for targeted actions
across channels that reduces
customers effort
§ Potential lift in customer sentiment /
reduction in customer effort score
§ Greater efficiency across customer
service organization

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

Invest in actionable segmentation to define service strategy for

different customer types
Sponsor: PERSON Owner: TBC Kickoff: 19Q3 Duration: Long
Hypothesis Potential Solution Activity timeline Status Owners
Understand existing customer behavior
and data attributes ◔ DS

◔
§ An opportunity exists to improve the existing segmentation
§ Refresh existing segmentation across all Develop refreshed segmentation based
strategy, by specifically defining and applying customer profiles DS
customer types on Customer Services TOM
that drive action across the business
§ Define specific applications of customer
§ There is an opportunity to further apply customer profiles Outline applications of segmentation
across organizational design, service strategy, offerings,
profiles and segmentation across the
and supporting processes  -
business
performance measurement, and much more Integrate segmentation with existing
 -

◔ ◕
systems and processes
 Need identified Owner defined
◑ Work initiated Early rollout
● Full rollout

Risks Dependencies Impacts

§ Effectiveness of customer segments
will be determined by ongoing
management and refresh of customer
segments
§ Application of segments requires
broader coordination outside of CS
§ Data analysts resources to support
analysis of customer base
§ Data scientists resources to support
data management and collation
§ IT resources to integrate segmentation
into systems / records
L Cost (e.g. materials, systems, labor)
§ Initial investment required in
resources to develop segmentation
and integrate into business
§ Potential efficiencies through sales and
service effectiveness
H Benefits (customers, employees, business)
§ Enhanced customer service strategy
enables more tailored service and
potentially lifts customer sentiment
§ Improved marketing and
communication effectiveness

We add value to customers by connecting them to relevant energy offerings

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

Simplify program offerings / value prop to make them easy for

customers to understand
Sponsor: PERSON Owner: PERSON Kickoff: 19Q4 Duration: Long
Hypothesis Potential Solution Activity timeline Status Owners
Define and outline existing end-to-end
offering portfolio for customer types  -
§ ENTITY offers many programs and offerings today to customers,
including demand response, energy efficiency, and enhanced Working with regulatory bodies, design
billing services
§ Revamp offering portfolio to make it the “to-be” offering portfolio  -
§ As the offering portfolio has evolved overtime, additional
easier for the customer to understand Integrate and update portfolio with
complexity and duplication of these offerings has been
and sign-up for programs and services existing systems and databases  -
introduced
§ As a result, customers do not realize the value that existing Conduct training on revamped
ENTITY programs and services can offer portfolio; monitor post go-live  -

◔ ◑ ◕
feedback
 Need identified Owner defined Work initiated Early rollout
● Full rollout

Risks Dependencies Impacts

H Cost (e.g. materials, systems, labor) H Benefits (customers, employees, business)

§ Significant regulatory implications

§ Varies depending on degree of § Resource time required to assess
given the existing offering portfolio § Customer loyalty through additional
changes proposed; however, existing offering portfolio and define
§ Significant systems dependencies if adoption of offerings
additional customer inquiry /volume at future-state portfolio
portfolio / offerings are revamped or § Potential lift in customer sentiment
risk given any change to offerings § IT resources required to integrate
overhauled and customer effort scores
requested changes

We add value to customers by connecting them to relevant energy offerings

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