AUTHOR ARCHIVES: Kris Oldland

Wiraya, a Marketing Technology firm based in Sweden which develops a Managed Mobile Customer Activation software, has been awarded €2 million in innovation grants by the European Commission, for the development of Wiraya Activation Intelligence (“Wiraya AI”).

The contribution is intended to enable further development, validation and optimisation of Wiraya’s artificial intelligence software to help Europe’s mobile operators improve customer value for their subscribers, and thereby customer loyalty.

The new functionality, Wiraya AI, automatically creates interactive voice and text communications, which allows individual dialogue with large customer groups. With such deployments of AI being predicted to potentially revolutionise the customer experience across a range of use cases including support issues, this development could be an interesting development for field service organisations.

We are really proud to be one of the few companies selected by the European Commission. The grant gives us a great opportunity to be able to drive the development of artificial intelligence within customer communication in Europe - Oskar Klingberg, CEO, Wiraya SolutionsCurrently, European mobile telecom operators are facing continuing rising industry challenges to tackle low customer satisfaction and loyalty and despite advanced churn prediction models, operators still often communicate with their customers as if they were still prospects, using generic communication that erodes trust and commitment. This is a challenge that Wiraya are aiming to tackle.

Using machine learning, the software predicts and customises what, when and how to communicate with each individual, by matching the individual’s profile with specific communication journeys. With the implementation of Wiraya AI, 5% of the annual churning customers can be saved each year, corresponding to substantial savings for the operator, and increased customer satisfaction.

“We are really proud to be one of the few companies selected by the European Commission. The grant gives us a great opportunity to be able to drive the development of artificial intelligence within customer communication in Europe. We have always tried to challenge ourselves by identifying and solving important industry-specific business problems. For the telecom sector, AI functionality will solve resource-intensive and complex customer communication flows with highly effective, automated personal dialogues.” says v, CEO of Wiraya Solutions.

The development of AI functionality begins with pilot projects in 2018 and then full commercial launch in 2019. Initial tests suggest up to 5 times higher conversion rates compared with today’s way of communicating, while delivering substantial yearly savings.

Klingberg adds: “We are now developing the functionality specifically for mobile operators, but our plan is to implement the functionality across other industries, proving the same opportunity for a whole range of businesses.”

Should the pilots be successful it will be interesting to see if this could as act as a proof of concept to roll out across over service-centric sectors.

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Kris Oldland, Editor-in-Chief, Field Service News and Kieran Notter, Director, Global Customer Transformation, ServiceMax from GE Digital explore the findings of an exclusive independent research conducted by Field Service News and sponsored by ServiceMax from GE Digital.

In this excerpt from the full one-hour long webcast, Oldland and Notter discuss both the challenges and opportunities of an ageing workforce within the field service sector and assess whether there is any substance to fears that we are facing an ageing workforce crisis.

 

Want to know more? The full webcast PLUS an exclusive report based on the findings of this research is available for Field Service News subscribers.

If you are a field service practitioner you may qualify for a complimentary 'industry practitioner' subscription. Click here to apply now!

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As we enter into another year it seems like the speed at which our industry seems to be hurtling forward is showing little signs of slowing down.

 

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If anything it seems to be getting faster.

Across the last year, we saw the Internet of Things shift full throttle from being a concept adopted only by those on the leading edge to something that was very rapidly becoming mainstream within the field service sector. It seems that the technology is finally all beginning to fall into place and the dual rise in prominence of outcome-based services and preventative maintenance means that IoT is at the forefront of most service organisations as we move into 2018.

One of the earliest and major proponents and enablers of IoT within field service was, of course, ServiceMax and when we saw the first fruits of the union between them and GE earlier this year with integration between the ServiceMax solution and GE Digital's Asset Management Performance solution we perhaps saw one of the last major missing parts of the puzzle of how IoT can be embedded within a field service workflow slot right into place.

Indeed, the acquisition of ServiceMax by GE whilst coming perhaps out of leftfield initially appears to be making more and more sense and so far at least it seems that as opposed a technology being lost to the wider market when swallowed up by a behemoth of an organisation such as GE, ServiceMax are set to become an even more prominent player as part of the GE DIgital stable as they push out into hitherto uncharted markets with a message of service excellence for all. The vibe was certainly all positive at the European leg of Maximize towards the end of the year and you can find my exclusive interview with Dave Yarnold, Rei Kasai and Anup Sharma.

At the other end of the evolutionary spectrum, but with just as much potential impact on the field service sector is New York-based startup Nanowear. Wearables have never really hit the heights that they should have so far in the field service sector, but Nanowear's smart cloth has huge potential to be utilised in smart clothing that could reduce the risk for lone workers. These folks are just at the start of their journey but are certainly one to watch and you can read why I think so on.

However, whilst technology is undoubtedly playing a more and more dominant role in our industry, there are certain maxim's that hold true and once again we see the importance of adopting an outside-in viewpoint when it comes to establishing a high level of customer satisfaction being re-iterated by a number of our columnists in this issue.

Both Nick Frank and Jan Van Veen to authors whose opinion and contribution to our humble little magazine I value very highly, raise the importance of understanding the customers wants needs and desires in their articles on this topic here and here respectively.

Interestingly, it is also a key theme in my interview with Matt Boretti, Strategic Director, Teleflex who is just six months into his role establishing a new Customer Experience group of his organisation.

Meanwhile, Alastair Clifford-Jones really brings home the increasing importance of field service when he points out how the focus of field service is shifting towards driving strategy rather than being a recipient of it and Michael Blumberg delivers his usual excellent deep level insight into this issue's lead article exploring how field service companies can deal with digitalisation, uberization and servitization which you can find on page 26.

The field service sector as a whole is moving into 2018 with a swagger, service delivery is more important than ever before and ours is an industry that is now reaping the rewards for embracing emerging technologies.

Long may it continue!

 

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Kris Oldland, Editor-in-Chief, Field Service News talks exclusively to Dan Sewell, COO of Espresso Service about the improvements to their service delivery that they have seen come to the fore since the implementation of Tesseract Service Centre, an Asolvi product.

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Having recently started a new role working with his Vice President, Whitney Reynolds, focusing on Customer Experience Matt Boretti, Director, Strategic Programs, Teleflex, was a prime candidate to take part in the day-long stream on the topic at the forthcoming Field Service Medical conference held this year in La Holla, California.

We spoke exclusively with Boretti ahead of the event to find out more about what he would be covering off in his presentation and why CX has become such an important area both in his organisation Teleflex and also within the broader medical sector.

"The customer experience group is a relatively new initiative in our organisation" begins Boretti.

"We've done extremely well financially across the last number of years, which has been primarily fuelled by a growth strategy that has been based on acquisition. As I'm reading and learning more around customer experience, I've come to understand that it is not unusual for companies that are in a heavy acquisition mode tend to not have the ASCI (American Customer Satisfaction Index) scores, so we were probably not unusual in that regard."

"Our President of the Americas, Jay White,  recognised this and I believe he was hearing from a number of our customer's if I didn't have to buy from Teleflex I wouldn't - I think that was a pivotal moment for him where he realised we need to do something different. In other words, what got us to this point where we are at now, is not going to get us towards where we want to go next."

With White identifying the importance of service to his organisation's aspirations, he pushed the topic and gained buy-in from his fellow senior execs with the result being Boretti and Reynolds heading up the newly formed Customer Experience group back in August last year.

As one would expect just six months in it has been a phenomenally busy period for the two, but perhaps crucially they have gone into the task with a solid understanding of what needs to be achieved and a well thought out roadmap of how they are going to get there.

"When we initially took this on we realised that we're not experts in this!" Boretti admits humbly. "So the first thing we did was we started to read a lot, and we also identified some organisations that had helped companies like us with similar projects such as this - which is change management at the core."

"We whittled a list of ten initial companies down to three who came to us to present their ideas. Then we finally chose a company called Strativity, who had worked with companies like Delta and Mercedes Benz, and they've established a straightforward process that was easy to understand so we could visualise how we should fit into that."

Alignment:

"The first step of the process for us was alignment, and in many ways, Jay [White] had already started that process via some of the socialisations he had done with the leadership group. However, there was still a lot of details to be established, so I think they were onboard, but they didn't exactly what they were signing up for. Therefore our first objective was to get everyone up to speed on what we would be undertaking here."

With this objective set, the first move was to hold a management alignment meeting to make sure all essential personnel were on the same page. However, it soon became apparent to Boretti that the path they were heading on wasn't going to be one of simple linear progression.

"What really struck me in that first meeting was that alignment is not just a phase that we will move out of. We will probably move from alignment into discovery, then back to alignment then into design and then back to alignment and so on. It really does need to be a journey of continuous improvement and refinement."

Communication

Of course, while as Boretti asserts alignment needs to be a continuously reviewed aspect that is returned to and evaluated through any process that will fundamentally shift a corporate culture, such as bringing customer experience to the fore, another vitally constant aspect that needs a concerted focus is on communication.

"We started doing a lot of communication from very early on," explains Boretti. "People would ask me what I was doing exactly, and I would say there are three things that we are doing. Great things are happening in the organisation that Whitney [Reynolds] and I had nothing to do with that were improving the customer experience, so the first thing we are doing is highlighting those great things and making sure people are aware of the good things that are already happening in the organisation."

"The second aspect was that we started to understand in the different functional areas of the business units where we wanted to make improvements for the customer experience but that were not easy and had obstacles in place - whether they be processes, people or systems. We wanted to gain an understanding of those which would be important to our group and help remove some of those obstacles so we could accelerate some of those."

"Then the last piece was the transformation itself. We knew that we had to change the mindset and to some extent our culture regarding how we view our customers and how we view ourselves servicing those customers - ultimately that is what we see as the long-term aim for the CX group."

Fortune favours the brave

For even the most seasoned service and change management professionals identifying the core areas of focus, building out a strategy and then beginning to implement that plan would be viewed as a reasonable return for an initial six months of hard work. However, Reynolds realised that they had the wind in their sails and in October tasked Boretti with holding a Customer Experience Week in December.

It was a bold move, for while it presented an opportunity to really drive home the awareness the for how the company was evolving concerning its customer focus, it would mean a lot of hard work to bring it together within less than two months. If the delivery of such an event is executed well, it can potentially have an adverse effect amongst the workforce. It was a definite sign of trust in Boretti and the CX group as well as the viability of what they were trying to achieve.

Fortunately, that faith was repaid, and they not only pulled it off but in doing so have been really able to accelerate their program so far. So what exactly did they include in their inaugural Customer Experience Week?

"There were three parts to customer experience week," explains Boretti. "Firstly we introduced an off the shelf training package from Miller-Heimann called Building Customer Loyalty where so we brought some of our trainers together who run leadership training internally and then trained the trainers, based on that course."

"We also brought in our customers into give presentations as well. It was interesting because when I first suggested this, a few people asked 'can we do that?' But this was a customer experience week so for me; it was essential that the customers were involved."

"With the customer presentations, we basically asked them to tell us three things when they came in. We wanted them to tell us what they expect from a medical device company, how they viewed our partnership and to tell us what we were doing well and then to tell us where we were falling short, what do we need to do differently, what do we need to do better."

"The final thing that we did was what we called departmental sharing. The thinking is that we everyone in the organisation either directly impacts the customer experience or enable the customer experience. We gave everyone a passport, and they were asked to go around the office, and they would get a sticker on the passport, and they would put the passport in Dropbox when they were done to enter a draw."

"Out of around 550 people within the office we had about 250 that participated in that event and another 200 involved in the training and about 150 that attended the customer presentation - so we really did manage to touch all of the office, and the reception was really positive."

Next step on the journey

So with a whirlwind six months plus and a highly successful Customer Experience week behind them already what is the next step on the change management journey for Boretti and his CX group within Teleflex?

"The real benefit for us from undertaking the CX Week is that we're now going to be producing a Customer Experience guide which we will be looking at in the June/July timeframe. What the event allowed us to do was identify what worked well, what didn't work well and what would we do differently."

"So we really have a strong baseline now for when we launch at full throttle in mid this year. Also, to come back to the point about alignment being a content area of focus for us, it helped us in terms of making sure the whole team could have some visibility into exactly what we are doing and why."

In many senses what the team at Teleflex are trying to achieve is not necessarily something new, customer-centricity and adopting an outside-in perspective of the business is a fundamental concept amongst companies with high CSAT scores. However, as Boretti raised above it is also an area that many companies, especially those that have grown through acquisition and therefore have multiple cultures embedded within them, struggle to master.

From speaking with Boretti though it certainly seems that Teleflex is adopting a sensible approach to establishing a central culture that has Customer Experience at its heart - something that will stand them in good stead for many years to come.

Want to know more? Why not join Matt and as well as the Field Service News team in La Jolla for field service medical in Feb 26th to 28th. Field Service News subscribers have an exclusive 25% discount for this event and if you are a field service practitioner then you may qualify for a complimentary industry subscription
Click here to apply for your subscription now and if you are successful a discount code will be sent to you via email within the hour!

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UK based non-profit knowledge sharing group the Service Community which Field Service News is proud to partner with has recently announced one of the most diverse events they have organised in the last couple of years.

The next Service Community event will be hosted by the Cambridge Service Alliance at the Institute for Manufacturing (a division of the University of Cambridge’s Department of Engineering) on the 19th April 2018.

Being at one of the world’s leading service research organisations means that we hope to mix the very best in thought leadership, with practical hands-on experiences of transforming service businesses. Each discussion will be approximately 40 mins enabling you to discuss real issues with real people.  We are also very lucky to have a The Digital Manufacturing Tour, where you will have a chance to hear about the research initiatives that the IfM are undertaking on digitalisation in manufacturing.

In addition to a speaker from the CSA, we have leaders from MARS, Oracle and Fujifilm joining us to discuss and share experiences on how they have tackled some of their key service business challenges.

How to register

You can reserve your place by sending an email to info@service-community.uk. We will then contact you to confirm registration and will send out the joining instructions nearer to the event.

Please feel free to forward this information to colleagues who you think would be interested. We look forward to seeing you in April

Agenda for the 19th April 2018

12.00 - 13.00: Meet at the Institute of Manufacturing at Cambridge University
13.00: Nick Frank: Welcome

The Impact of Big Data and Machine Learning technologies on developing Customer Experience in manufacturing companies Dr Mohamed Zaki: Deputy Director of the Cambridge Service Alliance will introduce the work the Cambridge Service Alliance does and share recent research he has undertaken into Customer Experience development

Leading Service to a Trusted Advisor Culture:  Ashley Weller: UK Service Director at Mars drinks will share his own journey in driving sustainable cultural change

The Digital Manufacturing Tour

Coffee & Networking break

Real World Challenges of implementing Augmented Reality in Field Service Adil Kabel: Technical Support Manager, at Fuji Film responsible for EMEA 2nd line support for Wide Format Digital Printers will share his experiences of running two pilot projects in the Field Service organisation looking at 'glasses' and handheld augmented reality apps

Benefits and Challenges of Self Service models - Stephen Darkes Snr Process Analyst: Global Systems Remote Support at Oracle: Steve will give us some insights into the different Self-Service support models that Oracle have introduced to enhance customer satisfaction and make their business more cost-effective.  He will cover a range of models, from the use of community forums for Diagnosis and Resolution to the development of Customer Replaceable Units for hardware.  He will share his experiences of the range of benefits that self-service brings, as well as the challenges of implementation.  Many businesses can make their customer support more effective through self-service business models.

17.00 Networking Drinks

Reserve your place by sending an email to info@service-community.uk. We will then contact you to confirm registration and will send out the joining instructions nearer to the event.

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Kris Oldland, Editor-in-Chief, Field Service News, takes a look at a new line in wearable technology aimed at the medical sector launched by Nanowear and explains why he thinks it could be an essential aspect for field service worker safety...

Despite all the hyperbole (much of which I myself admit to being responsible for) wearables in field service has just never really taken off.

For example, the impact of the ultimate widespread failure of Google Glass did a lot to suppress the appetite for smart glasses. At the time of launch, Field Service Management (FSM) solution providers were queuing up to announce that they were working on a Glass app and the promise of hands-free working had everybody in the field service sector excited.

However, a mix of poor battery life and spotty voice recognition meant it never really met expectations. Add to this the fact that Google misjudged the product as something the consumer world was waiting for when the reality was it was always a product that should have been geared to towards industry and in particular areas such as field service, where remote workers could have benefited from such a technology.

Google misjudged the product as something the consumer world was waiting for when the reality was it was always a product that should have been geared to towards industryAnd while a raft of companies has since brought respectable, smart glasses to the market, with the pick of the bunch for my mind so far being Vuzix, the general feeling of disappointment with Glass is a hard obstacle to overcome. That said, with the rise in prominence of AR the smartglass market is getting a second wind, and I do feel that smartglasses will ultimately play an important role in the field service industry. But that time is likely to still be a few years away - when a couple of years ago it seemed imminent.

The same can't be said for smartwatches though. Again a number of FSM solution providers including IFS, ClickSoftware and ServiceMax all developed smartwatch applications.

However, looking back with hindsight these seemed to be more about developing an app for a technology for the sake of it, and then trying to work a use case back from that position - which invariably is a lot less likely to yield results. Ultimately the benefit of having a stripped down version of a mobile app on a field service engineer's wrist offered little benefit - especially when most smartwatches need to be paired with a phone in the first place.

While for smartglasses there is a distinct home for them in the world of field service, smartwatches seem to be very much a technology that belongs in the consumer realm.Ultimately, while for smartglasses there is a distinct home for them in the world of field service, smartwatches seem to be very much a technology that belongs in the consumer realm.

However, while smartwatches and smartglasses dominate the conversation, they are not the form factor that wearables come in. In fact, it is a new form of wearable produced by Nanowear, a New York-based start-up launched Venk Varadan and his father Dr. Vijay Varadan, that has caught my eye as having some serious potential within our sector.

The official blurb states that Nanowear is a "connected-self technology platform for diagnostics and chronic disease management and is the first-and-only company in the world to have received FDA 510(k) clearance for cloth-based cardiac remote monitoring."

So what exactly does that mean and why do I think it could play a role in field service?

Well first let's explore the technology.

Essentially, it is a cloth based sensor that contains millions of nano-sensors per square inch. In practice, this means that the cloth could be used in any manner of clothing and it simultaneously captures and relays real-time data from the wearer for remote monitoring at any time.

Sensibly the team at Nanowear have aimed there first product released using the technology, SimpleSense, at the medical industry. This makes sense for a number of reasons.

Firstly, it takes into account that important first rule of launching a tech business - have a clear understanding of the problem your technology will solve. There is a lot of medical and bio-engineering expertise amongst the team at Nanowear and SimpleSense is designed to tackle a very specific problem - namely Congestive Heart Failure (CHF).

By tackling CHF SimpleSense can position itself very much as a cost-saving development for the core market of hospitals, making it that much easier for them to penetrate a market with traditionally complicated and drawn out procurement chains.

Even under a Trump administration that is dramatically reducing the level of red tape regulation, gaining FDA approval is no mean feat and that accreditation will carry a lot of weight and recognition far beyond the medical sector.Secondly, it is a fantastic area for proof of concept. Even under a Trump administration that is dramatically reducing the level of red tape regulation, gaining FDA approval is no mean feat and that accreditation will carry a lot of weight and recognition far beyond the medical sector.

Indeed, when I spoke with Venk Varadan to find out more about the technology he was at a break from a meeting with Google AI team exploring some of the other possible applications for their technology. Other rollouts into different sectors are absolutely on the long-term roadmap, but I think in identifying one core application for the technology, to begin with, Nanowear will not only be able to establish a solid working proof of concept to expand upon, but are also able to avoid the 'boil-the-ocean' mentality so so many start-ups for foul to.

All too often we see excellent ideas and emerging technologies get lost as their founders try to push each and every possible use case all at once. In taking such a structured and measured approach, Nonowear is doing well to avoid that temptation and ultimately are more likely to be better positioned to penetrate other markets when the right time comes.

With that in mind, let us consider the role this technology could play in the field service sector.

Field service is by its very definition a role in which we put some of our most important assets, i.e. the engineers themselves, in an isolated and often dangerous position. Field service is by its very definition a role in which we put some of our most important assets, i.e. the engineers themselves, in an isolated and often dangerous position. Whether it be working at height, working in remote areas with live electrical equipment or even just behind the wheel going from one job to another, field service engineers are at risk simply by the very nature of the fact they are very often alone.

A wearable vest utilising the Nanowear technology that tracks vital body data regularly such as cardiological or even neurological data could quite conceivably be integrated into a remote worker application.

The question is then how can the data be applied to reduce the risk of the lone worker? The first thought in my mind would be that should an engineer be in an accident when working in a remote location - whether it be a fall, a blow to the head or heaven forbid even possibly a heart attack, then assistance could be sent immediately. This could vastly increase the chances of recovery and in severe cases maybe even survival.

How about the possibility of linking the vest to a kill switch when in the vehicle. So again should the engineer suffer a heart-attack behind the wheel the vehicle just comes to a stop? With the sensors available in modern vehicles it is even possible that the vehicle would be able to reduce speed and pull over safely under its own steam in such a situation. Indeed, such a device would have saved countless lives just a few years ago when such a tragic situation happened in Scotland for example.

Taking things one step further could the right interpretation of the data if applied correctly potentially even predict something critical such as imminent heart failure and avoid an engineer putting themselves in a dangerous position in the first place perhaps?

In fact, it is as we turn to the interpretation of the data that the fullest value of Nanowear becomes apparent. Not only have they developed the actual hardware, but they have also established proprietary systems for interpreting the data as well.

"I think for us the real USP is that we offer the full stack. You can't call yourself a data analytics company if you don't have clean pipes. If your just pulling data from everywhere all of your focus is going to be looking for data that you want to see, as opposed to analysing raw data. We have unique data sets because of how we capture them with our cloth. That makes us a better analytics company down the road," states Vardan.

It is the duty of every field service company to do everything within their power to mitigate the risk that their field service engineers face when working on their own."It is a more complicated story because it's materials, hardware, analogue to digital transfer, user experience and analytics that is a big stack for people to get comfortable with and that's why the IoT has been broken up into those five areas. But we feel we are best placed to provide the services as well as the hardware as we have the best understanding of the data."

In terms of the potential for Nanowear being rolled out into the field service sector personally, I think the business case is very straightforward. It is the duty of every field service company to do everything within their power to mitigate the risk that their field service engineers face when working on their own.

So while the initial rollout for Nanowear has a very specific focus within the medical sector, as mentioned above, they have already identified a number of further potential applications for it and are actively exploring other.

From where I'm sitting, wearable clothing to protect lone workers simply has to be one of them.

Want to know more? Why not join Venk and the Nanowear team and as well as the Field Service News team in La Jolla for field service medical in Feb 26th to 28th. Field Service News subscribers have an exclusive 25% discount for this event and if you are a field service practitioner then you may qualify for a complimentary industry subscription
Click here to apply for your subscription now and if you are successful a discount code will be sent to you via email within the hour!

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Kris Oldland Talks exclusively to Dan Sewell, COO, Espresso Service about why he and his organisation identified the need for a dedicated field service management solution including why they felt it needed to be a cloud solution and the reason they opted for Tesseract Service Centre Tesseract an Asolvi product has had on his engineer and dispatchers...

See more from this interview where Sewell outlines the impact of implementing the solution has had on his engineers here

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Avaya has recently announced advancements in delivering and integrating artificial intelligence (AI) technologies into contact centres to improve the customer experience...

Avaya Ava™, a new AI architecture including natural language processing, machine learning and innovative analytics, enables effortless customer engagement through social media and messaging platforms.

Avaya Ava is a cloud, messaging-agnostic solution that offers new AI capabilities for social messaging integration and automation of digital interactions. Avaya Ava was originally introduced as part of Avaya’s online support community, helping customers and partners get their questions answered about Avaya solutions without human intervention. Ava has now evolved to include AI capabilities, complementing Avaya’s Customer Experience portfolio and is the ideal solution for any contact centre to modernise their infrastructure with AI.

When handing off to agents, Ava transfers the full context of the upfront automated experience, eliminating the need for customers to repeat information and steps already taken.Avaya Ava can engage with customers using social media, chat and messaging channels, and provide immediate self-service support as well as deliver the customer to agent-based customer care.  When handing off to agents, Ava transfers the full context of the upfront automated experience, eliminating the need for customers to repeat information and steps already taken.

Capable of AI mining via multi-lingual, natural language identification, contextual and sentiment analysis, Avaya Ava extends scale and efficiency to customer care operations. Ava can support 34 languages and Facebook, Twitter, WeChat and LINE, with more to be added as the solution evolves. The open API approach enables integration with third-party AI solutions from the Avaya A.I.Connect initiative.

The announcement of Avaya Ava comes on the heels of Avaya’s announcement of a definitive agreement to acquire Spoken, a leading innovator in Contact Center as a Service (CCaaS) solutions for enterprise customers and a provider of transformative real-time customer experience management applications built on conversational artificial intelligence. Spoken’s specialised agent quality software applications and services, as well as IntelligentWire solutions, use artificial intelligence and deep learning technologies on live voice conversations to reduce after-call work, drive more intelligent responses and gain deeper insight into customer sentiment and experience.

Avaya also announced today an expansion of the A.I.Connect initiative with three new members, and new solutions and services focused on the user experience, including Avaya Equinox Experience and the Avaya Desktop Experience.

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