Working with Atos to transform working practices.
Customer Experience-focused improvement
Atos is a leader in digital transformation and a major provider of business processes and services. As part of their ongoing commitment to client delivery and value, they were reviewing service provision for a key client.
The operation has over 1,200 employees servicing tens of millions of customers across the UK.
The Atos management team believed there were opportunities to improve the customer experience, and asked OEE Consulting to help identify the key improvements.
Operational processes were reviewed and re-engineered with a view to not only improve customer experience, but also to improve efficiency and flexibility.
By addressing these challenges, an improved and sustainable framework could be delivered to support business growth.
A cohesive strategy for operations
The development of an operations strategy highlighted 13 key business drivers. Factoring these into the redesign of the operating model ensured that the overall business strategy for the contract could be delivered.
Implementation of the redesigned model enabled faster, more effective resource allocation in response to changing customer demand. This supported the business in responding to future challenges and facilitated growth in new product areas.
Roles were created to manage end-to-end customer journeys, whilst a focus on simplifying processes and a right first time approach improved customer experience.
Management effort was re-focused on business critical areas, whilst front-line managers were allocated time for team coaching; increasing engagement and improving quality of work.
Front and back office functions were integrated, whilst a shared service function supported all service lines.
Greater efficiency, better service
Before the redesigned operating model was even implemented, the diagnostic identified a number of improvements which could be implemented in parallel with the design process, delivering immediate benefits with an ROI of over 175%.
Implementation of the new operating model followed rapidly. Within just one year our project had delivered: