OPTIMISING SERVICE DELIVERY OPERATIONS

We help organisations put their services online and transform their end-to-end customer service delivery operations, from the contact centre to the back-office, to optimise both customer service and organisational performance (efficiency and effectiveness).

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We do this by …

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• Re-designing the customer journey, and underlying business processes, for a digital way of working that puts the customer at the centre of the service delivery model.

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• Ensuring operational practices (what work is done by whom and when) are driven by customer commitments and service level targets to make sure we get the right work to the right people at the right time.

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• Aggregating work from across the organisation (from multiple systems, processes, channels and locations), prioritising it based on business value (importance and urgency) and assigning the work to appropriately skilled and available staff.

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• Designing new work management practices, including case management, process management, triage, task management and interaction management, to ensure the best utilisation of your resources and the best service to your customers.

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• Making it easy for knowledge workers to make decisions, progress cases and deliver the desired customer outcomes through the smart design and utilisation of digital platforms (human-centred design). 

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• Providing full visibility of the workforce, the workloads and the performance of people and processes against quality and service level targets to measure, and help manage, customer service quality and performance.

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We call this 'Digital Work Management'

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• The objective is to provide a similar level of customer service focus, operational efficiency and visibility of performance in the mid-back office as is achieved in front office operations such as the contact centre. 

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• It is also designed to ensure that the service commitments made to customers, either individually or via service level targets, are used as the basis for the prioritisation of work throughout all service delivery functions. 

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• This approach adopts a work distribution model that ‘pushes’ work to staff by matching ‘work type’ to ‘skills and availability’, thereby ensuring the optimal utilisation of the available workforce and minimising errors, delays and re-work. 

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• Using technology to manage these functions allows us to automatically gather the statistics needed to provide full visibility of the performance of people, teams, processes and services both via real-time electronic dashboards and via the export of activity data for the creation of tailored reports.

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