Customer Operations Excellence Limited

Property businessMore

HMRC – Researched experience in FS and outsourcing organisations with front and back offce integration, to apply it to its problems in delivering a reasonable customer experience effciently and lower cost
Local government – Created a process for commissioning proactive customer services to address Life Events and designed the required Customer Service Centre Operating model
HMG – Emergency intervention to assess failing outsource provider, identify and recommend improvement actions and provide a view on long term prospects to inform contractual decisions
HMG – Energy/FS – Delivering a detailed design for partner relationship and other business functions to accelerated delivery of a complex multiparty start up
HMG Department of Heath – Advised on the definition, procurement and contract negotiation of a solution to meet volatile, large scale, pandemic-driven demand
HMG Department of Health – Improved customer service through competition and innovative service design, leading strategy development and advising on procurement of £50m contract for outsourced contact centre services
Fraud investigator – Design of commercial model and contract schedules to support the replacement of incumbent service providers of outsourced ICT and contact centre services
Ingeus – Design of target operating model to drive cost out and performance up in outsourced probation services
Local authority – London Borough - Assessment of technical telecoms designs and recovery plans for a troubled project to deliver innovative telecoms into a major new building and its satellites
Property business – Assessment of the current state of a regional contact centre. Part of a larger housing association under regulatory and budgetary pressure.
Property business – Designing a single interaction centre to reduce costs by over 50% and improve customer experience

Call Centre consolidation
Workforce management
Contact Centre modelling
Org design

Property business

Designing a single interaction centre to reduce costs by over 50% and improve customer experience

Our client had nine subscale contact centres, legacy of growth by merger. In trouble with the regulator, a consolidation was required that had to pose no risk to customer experience. The team was asked to design a single interaction centre to deliver major benefits, and create an implementation plan with low risks.

David led a team of specialists to cover the design of process, technology, organization and change plan required to meet our client’s objectives. Key areas of support included

Structure – what should the organization look like and what should be the spans of control. We used best practices to inform client decisions on organization
Size - consolidation of nine subscale centres into one delivers large economies of scale. We provided the technical skills to deliver design forecasts of demand and convert these into estimates of peak system size (number of seats) and FTE/cost budgets
Workforce management - the legacy organizations had no competent function for forecasting and scheduling resources, or making intraday correction required to optimize customer experience and staff productivity
Location - the client had contention between a strategic objective to site all customer contact and admin work in a purpose built building in Norwich, with risk on timing of availability, and the use of a readily available site with sufficient capacity in Kent. We provided decision making support and facilitation of key decisions
Sequencing – the client had concerns on the risk of transitioning to a single centre. We defined the options for establishing a consolidated contact centre – “Big Bang”, “one-by-one” or “region-by-region – and led decision making to achieve consensus on the most appropriate option
“Skillsets” – with nine regional variations in key process such as repairs processing, a key question was the definition of skill sets in the consolidated centre. We defined and assessed the options – one skillset, covering all processes, two covering repairs and other, and more granular options to reflect then nine RPs. We showed that provided CRM was delivered in time, a one skillset option was feasible, simplifying L&D and preparation work

The team delivered a coherent design and roadmap to support implementation.

Our design reduced supported a reduction in operating expenditure of 50%
Against a backdrop of high perceived risk, we delivered consensus among cross functional stakeholders
We provided a clear transition plan, with well understood dependencies and risks