Champion of the Cloud
Earlier this year, both Forbes and The Huffington-Post ranked The Federal Communications Commission's CIO David Bray as the most active CIO in social media, earning him the title internally as the "world's most social CIO."
Bray's social status was earned in part because he believes that social media can cultivate a network of "positive change agents" both within and across organizations. "I think any public service professional should listen and learn from the public, as well as use social media to share some of the challenges and successful efforts we're delivering," he says.
Why is he a Customer Champion?
By acting with benevolence, competence, and integrity, David was able to gain the trust of leaders, employees, and consumers to modernize the FCC by moving to the cloud.
Champion in action:
David has championed the move to cloud computing. This past Labor Day the organization successfully completed Operation Server Lift, powering down all remaining systems at FCC, retiring some legacy systems, transferring several systems to newer hardware, and physically moving all systems to a commercial service provider. There are no servers left at the FCC's headquarters in D.C. Bray says the cost savings is immediate.
He says most people don't think about the FCC until they have to-because they want to stop the robocalls, or they need help settling a dispute with an Internet carrier. That's why Bray ensured that answers were easy to find via the FCC's Consumer Help Center. The site, built on Zendesk and rolled out this year, represents a shift away from a 15-year-old, on-premise, legacy, consumer complaints system, and replaces 18 outdated complaints forms. It was the first FCC project rolled out under Bray's 'cloud-first' initiative. Now citizens can check their statuses, modify complaints online, and get quicker resolution times. They can also view the interactions between the FCC and various providers as the complaints get resolved.
Before launching the new system, Bray had to first communicate goals throughout the FCC. He did this by establishing a communications timeline and through daily stand up and weekly meetings with the Office of the Chairmen. To encourage behavior change, incentives were offered in the form of training and demos. These were communicated in terms of value, time reduction of processing, and happier clients.
Along the way, Bray built trust by stepping in front of the flak his team would sometimes get from government and contractors. "As Peter Drucker said: 'Culture eats strategy for breakfast.' You can have the best strategy in the world, but if you don't take into account the different cultures of the different organizational units, it won't matter. By taking a bottom-up approach, a good executive leader takes on the role of a facilitator and cultivator to provide a safe space for employees to raise questions."
Bray's customer-centric approach of transparency lead to business benefits, including the ability to reply to complaints via online and mobile and inform customers throughout every step of the process. The system now handles more than 400,000 complaints annually with quicker time to resolution.
There are specific benefits for the FCC too: Transparency to congress on complaint data and internal reporting and transparency from an employee and policy standpoint.
Bray made sure employees benefited too: increased process efficiencies; reduced workload; real-time collaboration with providers/carriers, as well as the ability to telework. This project generated $2.8 million in overall savings.