There are few things more satisfying for any professional than taking apart a business process and reassembling it leaner, quicker, and more effective than it was before. Sadly, few professionals ever get the chance, or have the focus, to do this in a meaningful way. What many companies don’t truly see is the impact on their business of not reviewing, changing and adapting processes when:
- Introducing new technology tools and platforms
- Parts of the business change
- Regulatory compliance tightens
- Budgets are cut
- Sales skyrocket
- Customers complain
- They’ve simply been in place for a while
Continually questioning why, how, what and when is a must for any forward-thinking executive. I’m reminded of Stephen Covey’s book “The Seven Habits of Highly Effective People” and Habit 2 – “Begin with the End in Mind”. This must be the regular reminder in To-Do lists, Calendars, Meeting Agendas and the like in every company, and especially those in the technology sector (being the most innovative and progressive companies in most cases).
It’s amazing that companies do not constantly measure, analyze and change processes in a joined up way. Piecemeal updates usually cause imbalance somewhere along the line and result in poor process performance. This, in turn, creates dissatisfaction and increases the cost of transaction.
With this in mind, I’m presenting a webcast with John Ragsdale of TSIA on Thursday September 27 when we’ll look at this subject. Customer Interaction Design was developed a few years ago to improve customer-facing processes. The results have been dramatic, cutting call handle times, improving customer and agent satisfaction, and delivering tangible benefits within weeks of being implemented. We’re talking of millions of dollars of improvement, and happy customers and agents, by following a four-step process.
I have a couple of case examples to share. Please join if you can…