Your contact center leaders have collected enough data on your customers to ensure that the contact center can meet their needs and remain a vital force in achieving company goals. But these leaders can’t make the necessary changes on their own; your contact center does not function well as an island. Successful operation requires collaboration with other business units, like sales, marketing and IT. So, how do you get critical data insights from the contact center into the right hands across the organization to drive process improvements?
Well, there’s a process for driving process improvements, and it goes like this:
Rid your business of organizational silos: You can’t do this across the board, of course, as some silos provide necessary structure to your organization; instead, aim to destroy the problems caused by silos. That is, keep the structure that advances accountability and responsibility, but lose the tunnel vision that inhibits communication and cooperation. Look for areas where decreasing autonomy and increasing collaboration would be beneficial to the business. Put measures in place that prevent decisions from being made in isolation going forward.
Develop a mechanism to define initiatives and submit them for prioritization, approval and funding: Given today’s level of customer expectations and business competition, project choices are critical to the very survival of organizations that must make the best use of limited resources. To eliminate bias and errors, decision makers should use a formal approach—whether quantitative or qualitative—when prioritizing projects. Next, the value of the project vs. its cost must be established; this ratio provides a basis of understanding across the organization about what is important. Make sure that systems are in place so that the value is consistent with the organization’s fundamental objectives and strategy.
Ensure that information management activities are effective and successful: This initiative must encompass all the systems and processes within your organization for the creation and use of corporate information. Recognize the complexities that exist and commit to managing them. There are no silver bullets, so avoid oversimplified solutions. Once the initiative is defined, focus on buy-in and active participation of staff throughout your organization; communicate extensively. Adoption will be elusive unless the project delivers tangible and visible benefits; so, make sure all your ducks are in a row as regards identifying concrete business needs and how you’ll measure the project’s impact. This is a long journey; don’t try to account for every factor during development or the project will come to a standstill. Assume that small tweaks will continue to be necessary throughout implementation.
Companies that act on contact center data and analysis to address top priorities will gain the upper hand at providing stellar customer experiences and omnichannel services—hallmarks of today’s most successful businesses.
Steve Brubaker began his career at InfoCision in 1985. In his current role as Chief of Staff and as a member of the Executive Team, he is responsible for HR, internal and external communications, and manages the company’s legal and compliance departments. Brubaker is a member of a number of professional organizations, including the DMA, SOCAP, and PACE. He also donates his time to serve on several university boards, including the Executive Advisory Board for The Taylor Institute for Direct Marketing at The University of Akron and The University of Akron Foundation Board. He is a frequent speaker for national events and has also been honored with a number of awards and recognitions for his contributions to the call center industry.