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Eduardo Nofuentes (The Agile Contact Centre)

Eduardo Nofuentes
The Agile Contact Centre

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Unlimited IVR!
Endless Internal!
Long waiting !
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Eduardo Nofuentes (The Agile Contact Centre)

  1. 1. THE AGILE TRANSFORMATION OF A CONTACT CENTRE Eduardo Nofuentes The Agile Contact Centre
  2. 2. 2 Unlimited IVR! options! Endless Internal! transfers! Long waiting ! periods! WE ALL HAVE SUFFERED FROM TRADITIONAL CONTACT CENTRES
  3. 3. 3 Low Customer! Satisfaction! Isolated from! Organisation! Low Employee! Engagement! USUALLY THOSE CONTACT CENTRES SUFFER FROM…
  4. 4. 4 Team not meeting! basic service levels! Complaining about ! change! Disengaged Team! WHAT WE FOUND AT REA…
  5. 5. 5 Agile alone will not solve all the problems! Systems Thinking! Approach! Agile Practices! Lean Principles! THE FOUR TECHNIQUES WE USED
  6. 6. 6 Systems Thinking! Approach! TECHNIQUE ONE – A SYSTEMS THINKING APPROACH
  7. 7. 7 The Vanguard Guide to Transforming Contact Centres ! A VANGUARD VIEW OF CONTACT CENTRES
  8. 8. 8 Is your customer demand Value Demand – What the call centre exists to do for customers, or Failure Demand – Demand caused by a failure within the organisation?! Are customers contacting us because we failed to do something right?! UNDERSTANDING CUSTOMER DEMAND & PREDICTABILITY
  9. 9. 9 Some failure is created by the contact centre, some by other parts of the organisation, none is created by the customer.! Understanding the system is the prerequisite to improving the system! UNDERSTANDING WHY IT WENT WRONG
  10. 10. 10 Embed a culture of continuous improvement based on eliminating failure demand. ! Use empirical data to remove waste and affect change ! ELIMINATING THE WRONGNESS
  11. 11. 11 The leader nurtures an environment that enables the people in the team make decisions from a customers perspective.! Let the people who do the work take control of the work ! DESIGN A HUMAN SYSTEM THAT WORKS
  12. 12. 12 Agile Practices! TECHNIQUE TWO – AGILE PRACTICES
  13. 13. 13 “At the end of the day, stuff gets done when people care to do it. I know of no plan, method, incantation that changes that equation.” H. Owen! A shared purpose drives collaboration! AGILE PRACTICES: START WITH THE PURPOSE
  14. 14. 14 Taking people off the phones to attend stand ups was a short term risk that we took for the long term success of the team.! Encourage face to face communication and collaboration! AGILE PRACTICES: DAILY STAND UPS
  15. 15. 15 The team worked on fortnightly sprint cycles on projects chosen every 90 days.! Promote transparency and accountability by having all projects on the wall! AGILE PRACTICES: SPRINT WALL
  16. 16. 16 We used to keep endless spreadsheets and internal documents with information that now is visible and easily accessible to everyone.! Try to find ways to visualise the work and data that is important to the team! AGILE PRACTICES: VISUALISATION OF WORK
  17. 17. 17 Using retrospectives we uncovered the main problems for our customers and staff and it helped us with the prioritisation of work! Listen to the people that do the work. They know your customers’ problems and usually the answers! AGILE PRACTICES: RETROSPRECTIVES
  18. 18. 18 Lean Principles! TECHNIQUE THREE – LEAN PRINCIPLES
  19. 19. 19 We launched a new channel without having to go through our internal IT department and spending $300 in licences.! “I have not failed. I’ve just found 10,000 ways that won’t work.” Thomas Edison! LEAN PRINCIPLES: RAPID EXPERIMENTATION
  20. 20. 20 Remove IVR’s when they don’t add value to customers! Understanding customer demand and predictability will show that you don’t need specialised teams! LEAN PRINCIPLES: REMOVE BARRIERS FOR CUSTOMERS
  21. 21. 21 Measure what matters to customers and let the team set their own goals and targets! “If you give a manager a numerical target, he'll make it even if he has to destroy the company in the process." - Deming! LEAN PRINCIPLES: REMOVE METRICS THAT DON’T MATTER
  22. 22. 22 Brave ! Leadership! Brave Leadership! THE FOURTH TECHNIQUE – BRAVE LEADERSHIP
  23. 23. 23 Brave Leaders believe everyone is already doing their best and are willing to do things that are unexpected or against the norm! “It is amazing what you can accomplish if you do not care who gets the credit” Henry Truman! BRAVE LEADERSHIP: THE SERVANT MINDSET
  24. 24. 24 Brave Leaders cultivate a culture of trust and develop other leaders! Adopt and institute leadership aimed at helping people to do a better job! BRAVE LEADERSHIP: THE COACH MINDSET
  25. 25. 25 Brave leaders take imperfect action and are not afraid of admitting they don’t know the answer. ! “Vulnerability sounds like truth and feels like courage. Truth and courage aren't always comfortable, but they're never weakness.” Brene Brown! BRAVE LEADERSHIP: THE VULNERABILITY MINDSET
  26. 26. 26 Improved customer! satisfaction - 8.9! Customer led - ! 18% failure ! demand! Engaged! team - 88%! THE RESULTS
  27. 27. 2 7
  28. 28. ▫ Does your team or company understand your customers’ demand?! ▫ What percentage of failure and value demand do you have in your organisation?! ! ▫ Do you know the cost to your organisation of all of the failure demand?! ! ▫ Is your system designed from an inside-out view or from a customer view?! ! ▫ How can you apply Agile Practices and Lean Principles to your non software development teams?! ▫ How brave are you as a leader? How brave is the leader in your team / organisation?! 28 ASK YOURSELF…
  29. 29. Thanks for listening… Eduardo Nofuentes The Agile Contact Centre www.theagilecontactcentre.com.au eduardo@theagilecontactcentre.com.au +61407 450 640