When moving to the cloud, many organizations concentrate their focus on the change in technology, and overlook an area just as complex: cultural change. 

At Google, we’ve spent years nurturing our culture and workforce to best operate in the cloud, and the Google Cloud Professional Services team leverages the lessons we’ve learned for the benefit of enterprise customers embarking on their own cloud journeys. 

While it can be tempting to believe in a universally ‘correct’ strategy for change management, there is no one-size-fits-all answer. Every organization will have its own unique considerations. But with that said, there are some core strategies we’ve found to be relevant and useful across a broad range of businesses. 

1. Define your purpose for moving to Cloud
While pockets of cloud use and experimentation can evolve independently and in parallel across an organization, it’s important to make some deliberate decisions before starting a larger migration. At this stage, we recommend having a detailed answer to two key questions to ensure a successful cloud migration:

• Where do you want to go? (Or “What’s your cloud vision?”) 
• How do you plan to get there?

Start by having a conversation with leaders and those who will be key to the journey about how far you want to push your cloud vision. This alignment ensures everyone is on the same page—and will provide greater direction, allowing more deliberate action. 

2. Find the change path which is right for you 
Whether a ‘lift and shift’ approach to the cloud is right for you, or a more transformative approach with a lot of re-architecting—the most important thing is to find the flavor of change which is appropriate to your context and level of ambition.This will both shape your key migration activities, but also the level of impact to be managed within your organization.  

There are many ways to embark on a change journey for cloud migration (which one can find in the chart below). It is important to deeply understand the needs of your business and its people and determine what strategy makes the most sense.

3. Learn from best practices
Based on the lessons we’ve learned along our own journey, and the work we’ve done with customers, there are a number of recommendations we can share that can make a cloud migration more successful. We go into these in more detail in our new whitepaper, but below you can find the ones we think are most relevant: 

• Share the vision—and measure, measure, measure. Once you’ve crystallised your cloud vision with leadership and key stakeholders, share that vision widely. Set success goals and communicate them to hold yourself accountable.  
• Be clear about the capabilities you will need in the future—and where you’ll get them. For example, if your vision is to become a cloud-first, data and AI-led organization, ensuring you have the right data science skills and machine learning capabilities in your organization to achieve that vision becomes a critical step—be they home-grown or bought-in.
• Find the right balance between capabilities that should be under central control, and capabilities that should be decentralized, or agile. For example, should machine learning be something that sits centrally, or should it be spread across your organization? For every business, the solution will be a little different, and there’s no “one true answer.” There’ll be lots of different opinions about this, so the sooner the conversation starts, the better.  
• Start thinking about the needed tech and non-tech skills now, and how you’ll fill the gaps. Building the tech skills will take time, and not everyone will feel comfortable with the future picture of collaboration, innovation, and agility. 

To help businesses navigate their own cloud journeys, Google Cloud Professional Services has released a new whitepaper that can help guide organizations. “Managing Change in the Cloud” is closely aligned with the Google Cloud Adoption Framework and is a practical guide for organizations looking to maintain momentum in their cloud adoption. You can download the whitepaper here.

Introduction

The Google Cloud Professional Services Organization’s (PSO) mission is to help our customers get the most out of Google products. PSO is responsible for customer success by sharing our technical expertise in order to unlock business value from the cloud by providing cloud strategy and best practice advice, implementation guidance, and training using our proven methodology. 

In this blog post, we want to focus specifically on Operational Health Reviews and how PSO engages in a myriad of activities to ensure the overall success and health of a customer engagement while ensuring we are meeting customer expectations and objectives, managing risk, and ultimately delivering value during or after the Google Cloud migration. We will discuss the assets, methodology, and tools that we leverage to ensure this success.

What is an Operational Health Review and what purpose does it serve?

Operational Health Reviews (OHR) are regular reviews to proactively address the below topics: 

• A customer’s support experience
• Analysis of trends in key operational metrics
• Analysis of trends in Google Cloud usage
• Status reports for high-priority cloud projects
• Discussion of upcoming events
• Discussion of potential opportunities for training
• Review of feature requests

The core aim of an OHR is to measure progress and advise customers on the overall health of the account and migration progress while providing recommendations as a team on what adjustments should be considered to ensure continued success. During the OHR, we will address any pain points as well as identify and remediate any negative trends in support interfaces and usage metrics. 

The intention of the activity is to also perform a blameless reflection for continuous improvement. This supports the effort to maintain common ground and obtain mutual optimism for the next phase of the customer’s journey on Google Cloud. 

Let’s dive a little deeper into some of the activities that go into an OHR. 

Support experience

One of the Google Cloud’s Support Organization’s goals is to simplify and streamline our customer’s support experience with a scalable and flexible set of offerings built with the customer needs at the center. This includes supporting an ongoing partnership model, with a proactive and collaborative approach. Premium Support is our top-tier support model which is a paid support offering designed for enterprises that run mission critical workloads and require fast response times, platform stability, and increased operational efficiencies. As part of this offering, customers are provided with a Technical Account Manager (TAM) who is in charge of delivering frequent touchpoints, including OHRs. 

During the support experience section of an OHR, some of the following topics may be reviewed:

• Case volume by priority
• Case volume by product
• Cases linked to Google Cloud incidents
• Escalated cases or incidents
• Case initial response time (IRT)
• Case IRT SLO Met Rate
• Case total resolution time (TRT) hours

The purpose of this activity is to better understand the efficiency of both the customer’s and Google’s cloud operations from a support trend perspective. The goal is to celebrate any positive trends, but also to identify potential negative trends and proactively determine a remediation strategy. 

Status reports for high-priority cloud projects

The purpose of this part of the OHR is to ensure the senior management stakeholders have continued visibility into the status of all their high-priority cloud initiatives with an easy-to-read, sometimes color-coded assessment on the status of each project. The assessment [Figure 1] may include, but is not limited to potential identified risks, key next steps, key stakeholders, and a mitigation plan for any high priority issues that may occur during their migration engagement. Additionally, the TAM may also cover any upcoming milestones or events, as well as any potential anticipated future blockers [Figure 2]. 

Review trends in Google Cloud usage

This part of the OHR is meant to provide the customer with a holistic view of their overall Google Cloud usage. The purpose is to provide understanding around what products are being used on Google Cloud and also where cost is generally being allocated for overall cost management and budget tracking purposes. This can help customers with their overall cost optimization efforts. Some of the metrics we may cover in this section are:

• Current Google Cloud usage by service
• Google Cloud growth trends
• Google Cloud growth trends by service
• Google Cloud growth trends by project
• Review of used and available service credits

Feature request review and advocacy

TAMs will work with customers to help identify product needs and advocate for feature requests with Google Product Management and Engineering teams. While feature request advocacy is an ongoing activity, during the OHR, the TAM will review any high priority feature requests that have previously been submitted, providing updates on status including potential release dates. 

When a feature is coming up for the release, the TAM can help the customer prepare for implementation (providing early Preview access, coordinating a meeting with the Product Manager to review the feature, etc.) and then continue to provide support until the feature is successfully implemented in the customer environment. Similarly, if a high priority or technical blocking feature is not yet coming available, the TAM can help offer an alternative solution that can unblock the customer in the short term. 

The OHR is also a great time for the TAM to work with the customer to ensure they have early access to new and exciting features that are in Alpha or Beta, and that would be beneficial to the customer and their environment. 

Training strategy

Training is a primary component to ensuring the overall success in adopting Google Cloud. During the OHR, a review of training metrics will be provided. This may include tracking metrics to determine how the customer is tracking towards an initially agreed upon learning plan or coming up with additional upskilling strategies as necessary. Additionally, throughout an engagement, the customer’s TAM will provide opportunities for both free and paid Google Cloud training. 

Conclusion 

PSO is the voice of customer health, maintaining priority to proactively and strategically guide large enterprise customers to operate effectively and efficiently in the cloud, both during and after the migration process. The OHR is an efficient and effective way to maintain alignment, ensure expectations and objectives are being met, manage risk, and overall ensure the success of the customer.

Learn more about our methodology and get started with Google Cloud by completing a free discovery and assessment of your migration. Alternatively, if you’d like to engage directly with our PSO team on your migration, contact us!

Over the last two years, we’ve seen a significant uptick in the number of people using messaging to connect with businesses. Whether it was checking hours of operation, verifying what was in stock, or scheduling a pick-up, the pandemic caused a significant shift in consumer behavior.

• 45% of users are spending more time on messaging services because of the pandemic 
• 85% of consumers would like to message brands directly

With the rise in demand for messaging, consumers expect communication with businesses to be  speedy, simple, and convenient. For businesses, keeping up with customer inquiries can be a labor-intensive process, and offering 24/7 support outside of store hours can be costly.  

To help businesses seamlessly deliver helpful, timely, and engaging conversations with customers when and where they need help, we introduced AI-powered Business Messages.

https://youtube.com/watch?v=fcgP3RHjBLY%3Fenablejsapi%3D1%26

What is AI-powered Business Messages?

With AI-powered Business Messages, you can connect with your customers in their moment of need, in the places they’re looking for answers—such as Google Search, Google Maps, or any brand-owned channel. For instance, check out how Walmart customers in the US are able to receive real-time information on product availability, straight from a search results page.

People turn to Google when they are searching for answers to their questions, looking to buy something, or trying to accomplish a particular task with one of our many tools. In fact, 68% of all online experiences begin with a search engine.

At Google, we know how important it is for interactions with a brand to be personalized, helpful, and simple. With AI-powered Business Messages, customers are able to chat with virtual agents that understand, interact, and respond in natural ways.

We are also combining smart automation with the ability for customers to chat with live agents when it’s really needed. This approach saves your customers precious time, while also saving you money. And with Business Messages automatically handling many customer inquiries in the background, businesses have the option to distribute their human customer service agents to address other needs. 

Getting started with conversational AI is easy with Bot-in-a-Box

We know it can be difficult to get started with AI. That’s why we are utilizing existing Google AI tools like Dialogflow—part of Google Cloud Contact Center AI—to create the capability within Google’s Business Messages called Bot-in-a-Box, which makes getting started with Conversational AI easy. Bot-in-a-Box allows for fast and effective adoption of automation for businesses of all sizes. 

Enabling Business Messages with Bot-in-a-Box can be as simple as leveraging an existing customer FAQ document you already have, whether it’s from a web page or an internal document. And since the conversational AI is powered by Business Messages and Dialogflow working together, your chat bot is able to understand and respond to customer questions automatically without the need to write code. 

Bot-in-a-Box also supports other critical journeys like “Custom Intents.” That means that your bot is able to understand the different ways customers express a similar question and respond accurately by using machine learning capabilities.

Finding success 

In April 2021, Wake County courthouses in North Carolina partnered with Tango Technology to implement Business Messages when it became apparent that being able to provide the public and attorneys with around-the-clock access to information would significantly reduce the pressure on courthouse staff. Using Bot-in-a-Box, Tango Technology was able to customize a solution for Wake County Courthouse, Justice Center, and Clerk of Superior Court in just four days.

“With the combination of Google’s Business Messages, GCP, and Dialogflow, we were able to spin up an AI-driven bot for the courts in days. And the technology stack allows us to continually improve by adding functionality in an agile process.”— Mike Lotz, Co-Founder, Tango Technology

With Business Messages, North Carolina courthouses saw a 37% decrease in the call volume handled by courthouse staff.  With 398,298 fewer phone calls during the first year of operation, the AI-based messages helped Wake County Courthouse work more efficiently and productively.

We’ve seen many brands benefiting from AI-powered Business Messages. For instance, Levi’s saw a 30% increase in off-hours shoppers and surpassed 85% customer satisfaction scores after implementing Business Messages. They also drove 30x more store-related questions than Levi’s website chat. 

Bring Google’s conversational AI to your storefront with Business Messages

Google’s Business Messages makes it easier for businesses of all sizes to engage their existing or potential customers in a virtual conversation, when and where they need it. 

To learn more, watch our Cloud Next session here or visit us at g.co/businessmessages. We have specialized services to help you get started  and can share the wisdom of our channel partners and dedicated experts who specialize in unleashing the potential of conversational AI.

Editor’s note: To kick off the new year and in preparation for NRF The Big Show, we invited partners from across our retail ecosystem to share stories, best practices, and tips and tricks on how they are helping retailers transform during a time that continues to see tremendous change. Please enjoy this entry from our partner.

If you put a pot of water on the stove, it doesn’t heat up instantly. It simmers slowly at first, eventually picking up steam to reach a rolling boil. The retail landscape is not so different. Capgemini’s research shows the sector has evolved over four generations, from the early days of fragmented outlets to omnichannel and customer-centric focuses, with a fifth generation on the horizon that promises to be centered on consumption.

• Generation 1: Fragmented outlets
• Generation 2: Chain concentration
• Generation 3: Omnichannel
• Generation 4: Consumer-centric
• Generation 5: Consumption-centric

Although incremental change allows companies to experiment and iterate during their digital journeys, the COVID-19 pandemic rapidly accelerated the evolution of online and contactless shopping. Evolution became a revolution, with most Consumer Product and Retail (CPR) companies still mastering the omnichannel generation of their digital transformation to create a seamless shopping experience. Companies that are more digitally mature are already aspiring to the consumer-centric phase, embracing opportunities made possible by technology such as personalization and automation.

What consumers want

Customers have more choices in how they shop and engage with brands. This has made it harder for brands to predict and anticipate needs across customer journeys. And that’s convincing some companies to innovate more quickly as consumer demand drives the need for speed and scale.

Think about your own online behavior. Say you’re shopping for an item and searching online for the closest store in your neighborhood. Google is likely your go-to for finding that information. Looking to troubleshoot an issue with a product or seek out a service? Again, you’ll likely hit up Google first, not even considering going directly to a brand’s website for answers.

Both scenarios point to a disconnect between virtual and physical worlds, a gap technology can bridge in numerous ways such as breaking down silos and integrating fragmented media channels. Interestingly, though, not everything will be centered online all the time. In our recent study on consumer behavior, The great consumer reset, Capgemini discovered 57 percent of shoppers plan to return to brick-and-mortar stores post-pandemic, which is basically unchanged from the 59 percent who often interacted with physical stores before.

But business as usual? Not even close. Consumers have come to expect a frictionless shopping experience (buy online, pick up in store) or an immersive one (products displayed online using augmented reality), and are not content to return to in-store lineups, empty shelves, or a one-size-fits-all approach. Moreover, customers want personalized interactions while ensuring their data and privacy are protected.

So the role of the store is changing. In fact, many online-only brands are opening brick-and-mortar establishments to drive customer experience. In our research on “smart stores,” we found the majority of consumers (66 percent) believe automation can improve their shopping experience by solving the challenges they face at retail stores.

From personalization to serendipity

Retailers must recognize that they have to win consumer trust and confidence. Many consumers believe retailers’ use of tech is focused on reducing costs rather than easing friction. And they’re right. That same Capgemini research found that only one-third (35 percent) of retailers consider “solving customer pain points” as the most important criteria when deciding which automation use cases to implement.

“Retailers are largely in the early stages of adopting automation, and that’s an opportunity to rethink how they’re using technology, not just to smooth out friction and engender consumer trust but to build unexpected consumer benefits,” says Neerav Vyas, Head of Customer First, Co-Chief Innovation Officer, Insights & Data, North America, Capgemini. “We’re trying to move towards this idea of delivering serendipitous experiences to bridge the physical and digital divide.”

The focus is not solely on shoppers seeking out a specific product. “When consumers are in an exploratory mood, retailers can recommend products and services customers didn’t even know they wanted,” says Vyas. For example, business teams that use personalization platforms as part of an integrated media strategy can optimize algorithms against outcomes such as improving conversion and driving engagement.

Vyas says the elevated experience from “personalization to serendipity” fosters trust in the ability of recommendation architectures to persuade and influence consumers’ choices in beneficial ways. A case in point: our research found that half (52 percent) of spending by millennials goes towards experience-related purchases. As always, the key is to meet consumers where they are. Even better, according to Vyas, is to anticipate and understand when signals like customer intent are changing.

How to create value throughout the customer journey

One solution companies can implement right now is an integrated media spend platform that incorporates reporting, planning, and strategy across the entire customer journey. This offers value throughout the customer journey by using technology to reduce friction along the way. Think of it as starting with the customer looking for a product (search and discovery), moving on to the purchase (omnichannel basket, “shoppable” screens) and pick up/delivery (QR code scan in store), and through to post-purchase engagement with the retailer (Google Contact Center AI).

Such a holistic approach also accelerates data acquisition, integration, and reporting using advanced analytics to break down silos and emphasize the importance of privacy and first-party data. This in turn guides end-to-end interventions across customer journeys that enable optimized media spend, empowers businesses to analyze their spend distribution, fine-tunes owned and paid tactics with agencies, and promotes stewardship to support audit efficacy.

A culture of experimentation

With this data-driven focus, CPRs can create a 360-degree perspective of the customer. That intelligence can be used to enhance and humanize automated shopping experiences by putting the customer in control, whether online, in store, or across company brands. Moreover, by using Google Cloud’s emerging technologies such as artificial intelligence (AI), we help companies accelerate value across the spectrum, from supply-chain optimization and customer innovation to consumer experience.

Building a culture of experimentation is a team effort. “It’s not ever just one person who had a big idea. It’s all incremental steps,” says Jennifer Marchand, Google Cloud COE Leader, Capgemini. “Finding the right use case and timing is everything.” Take Google Glass Enterprise, she continues. For greater consumer experience, it can enable in-store associates to better serve with hands-free checkout, customer personalization and recommendations, and special offers. At the same time, Computer Vision and Smart Shelves can help prioritize tasks for employees, notifying them of low stock or a spill in the store.

Marchand points out that companies and consumers alike might not be ready to fully adopt some technology like facial recognition, but since almost everyone has a smartphone these days, they can benefit from automation with ease. “What’s interesting,” she adds, “is the way Google thinks about these types of problems, solving them for the long term.”

The store of tomorrow

Imagine a truly frictionless shopping experience, where state-of-the-art computer vision and AI identifies the products you pick up, put back, and keep, allowing you to head home, completely bypassing the checkout, with a 99 percent accuracy rate and receipts sent directly to your mobile app. That utopian experience is already taking shape at CornerShop, Capgemini’s live experimental store in London, UK.

Jamie MacLoud, Transformation & Strategy Consultant at frog, part of Capgemini, describes the retail space, which runs on Google Cloud, as the store of tomorrow, and not the distant future. It’s an experiential space where retailers and brands can explore, develop, and test technological shopping innovations in real-time. The outcome is a clearer understanding of how digital innovation can enable new ways to progress the customer experience, improve in-store operations, and help consumers to rediscover the joy of in-person retail through new ways to shop and engage with brands.

“We build, test, and learn about store concepts of tomorrow that we believe could be implemented into actual stores in the next one to two years. Getting these experiences in front of real customers in the CornerShop allows us to generate tangible learnings that we can share with our clients and use to shape future store strategy” says MacLeod. CornerShop was opened to the public in two eight-week stints, which allowed real-time testing to see what technologies resonated with customers, which brands can adapt and scale. Frictionless checkout, not surprisingly, was a big win for customers, but the technology underpinning the “virtual try-on” of clothing was deemed more suitable for the store of the future.

So, unlike an innovation lab, CornerShop lets companies experiment risk free, speeding up the process from hypothesis to full-scale implementation. It’s also another step toward solving the challenges customers face, while delivering those serendipitous experiences that build brand loyalty and longevity.

Learn more about how Capgemini is partnering with Google Cloud to help retailers create next-generation shopping experiences today.

We would like to acknowledge Jamie MacLoud, Transformation & Strategy Consultant at frog, part of Capgemini and Neerav Vyas, Head of Customer First, Co-Chief Innovation Officer, Insights & Data, North America at Capgemini who supported with invaluable insights and subject matter expertise in the writing of this blog post.