CIO50 Australia 2024: Selina Beauchamp

Name: Selina Beauchamp
Title: Director – Organisational Transformation
Company: Wesley Mission Queensland
Commenced role: June 2022, prior was 娇色导航from 2017 (at same organisation)
Reporting line: Chief Executive Office
Member of the executive team: Yes
Technology Function: 61 employees in the transformation directorate that includes the IT function, with 3 direct reports
 
In an industry that is subjected to an ever-evolving legislative landscape as well budgetary and funding constraints, revolutionising customer experience, has allowed Wesley Mission Queensland (WMQ) to deliver efficiencies through the delivery of a single view of customer.
 
Revolutionising customer experience through innovation, the organisational transformation team developed an innovative approach to the delivery of services to WMQ’s customers through the implementation of service navigation.
 
This has meant that WMQ will now have a single view of all the interactions that customers have across multiple service offerings, says Selina Beauchamp, director, oganisational transformation.
 
“WMQ has leveraged advancements from existing CRM technology and capability from the Microsoft suite of products with the team has ensured a seamless customer journey across our diverse range of services,” she says.
 
Service navigation is reliant on bringing large amounts of data together from multiple systems and ensuring that the quality is of a high standard and that its integrity is maintained on an ongoing basis.
 
“This required the implementation of a data governance framework and an enterprise data model to support the innovation,” says Beauchamp. “The business drivers behind the transformation were enhanced customer experience.
 
The aim was to provide a more personalised, intimate, and customer-centric experience, enriching each customer’s journey with WMQ, she says.
 
Eliminating silos
 
Historically WMQ has had siloed knowledge across customers and services, the implementation of Service Navigation has provided value to staff through the provision of a consolidated knowledge base that provides for accurate and up to date information that is easily accessible either at the desk or on a mobile device.
 
 The Service Navigator ensures up-to-date plan information, avoiding awkward client interactions.
 
This initiative eliminates information silos and potential process failures and increased customer lifetime value by identifying and promoting cross-sell opportunities in a timely manner, this initiative offers a more cohesive experience.
 
The goal of the harmonised service offering was to better connect with and serve customers by streamlining and automating the customer journey.
 
Beauchamp says this “fosters more meaningful client connections and empowers our staff.”
 
“In the long term, the Service Navigator model helps us understand service demand and journeys, allowing us to evolve our offerings confidently,” she says.
 
This innovation is the result of active engagement with the business, achieved through human-centered design workshops held across 68 locations over 12 months. WMQ gathered insights from 55 surveys and interviewed over 150 leaders, including frontline staff.
 
The value of Service Navigation is demonstrated in numerous ways and WMQ’s customers will now have a single point of contact in the organisation to talk to discuss existing services, changes in circumstances and assist with queries such billing and scheduling changes.
 
“For staff this means that they have a defined case load of regular clients whom they can get to know on a more personal level to offer them tailored support and services,” says Beauchamp.
 
“Strategically, Service Navigation will allow WMQ to look at consolidated reporting across services to do trend analysis with a view to predictive modelling which will provide value to customers through proactive conversations around future service needs.”
 
One WMQ
 
To break out of these silos, Beauchamp excelled in both internal and external expertise to shape the organisation’s strategic focus for the next decade, effectively uniting the various teams in WMQ.
 
She fostered strong relationships and open communication channels within the organisation, ensuring that team members’ insights and skills were valued and integrated into the strategic planning process.
 
 Externally, she actively engages with industry experts, stakeholders, and partners, bringing in fresh perspectives and innovative ideas.
 
By blending these internal and external viewpoints, Beauchamp created a cohesive and forward-thinking strategy that aligns with the organisation’s goals.
 
Working closely with the CEO to drive the strategic direction of the organisation, her ability to offer diverse perspectives, and commitment to innovation further contribute to her significant positive impact.
 
Some of the strategies she has implemented include establishing cross-functional teams to ensure diverse expertise is integrated into decision-making processes.
 
“This approach encourages collaboration and innovation across different departments. Internally it is referred to as Bright Ideas,” she said. “Industry Partnerships: She has forged strong partnerships with industry leaders and external experts, bringing in cutting-edge insights and best practices that keep the organisation ahead of the curve.”
 
Culture of diversity
 
Beauchamp promotes a culture of continuous learning and development, providing opportunities for employees to upskill and stay updated with the latest industry trends.
 
She has implemented open communication channels that allow for transparent and effective information flow within the organisation across all levels, ensuring that everyone is aligned with the strategic goals.
 
Beauchamp is dedicated to fostering an inclusive workplace culture where her team can truly thrive.
 
“I ensure that the hiring process is inclusive and attracts a diverse pool of candidates,” she says. “There is an importance of diversity in thought, background, and experience.”