Contact Centre Transformation

Challenge

Prior improvement efforts within this global financial services organisation's Customer Service and Collections Contact Centre had delivered incremental gains. However, leadership recognised that achieving a step-change in productivity, operating cost and customer experience would require a different approach.

Rather than a standalone diagnostic, the organisation sought a robust business case combined with hands-on implementation support embedded within the operation, working alongside the leaders and teams accountable for delivering results.

Members of the Cinc team were engaged to develop the business case for a contact centre transformation program and work alongside operational leadership to realise the benefits identified.

Approach

Members of the Cinc team led the development of the business case and subsequently embedded within operational leadership to help deliver productivity and customer experience improvements alongside the teams responsible for the outcomes.

The program focused on:

Business Case Development
Sizing the productivity and customer experience opportunity to build leadership alignment and secure investment.

Operating Rhythm Redesign
Redesigning team leader, operations manager and site leadership routines to strengthen accountability, improve performance visibility and drive focused performance conversations.

Process Improvement
Redesigning customer service processes to remove friction, reduce failure demand and improve first-contact resolution.

Workflow Optimisation
Reducing dysfunctional hand-offs, rework and low-value activity across customer service and collections journeys.

Embedded Delivery
Working alongside operational leaders to prioritise, sequence and implement initiatives, translating improvement opportunities into realised operational benefits.

Balanced Performance Improvement
Maintaining a dual focus on customer outcomes and operating efficiency, ensuring cost benefits were achieved without compromising service performance.

Team members involved: Peter Campbell and Michael Love.

This engagement was delivered prior to the establishment of Cinc. The experience and results described reflect work personally delivered by the team members identified above.

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