Operational delivery vision and strategy

The client operated a national claims handling and subcontractor repair business across multiple trades. Rapid growth, fuelled both organically and via acquisition, had resulted in fragmented processes and management practices. Failures and inconsistencies in service delivery were common place, resulting in increases in the “cost to serve” and spiralling levels of customer complaints.

The challenge was to identify the key pressure points driving the gap between customer expectations and service delivery and develop a framework for continuous evaluation and improvement. Obtaining Senior Operational Management buy-in for change was also a key component of this project.

A service vision and strategy was designed, in collaboration with the Senior Operational Management team and cascaded via a holistic communication programme to include both call centre and subcontracting network personnel.
A robust assessment of customer feedback and internal process was undertaken to identify and quantify the key root causes of service failure. Numerous process, capability and control issues were identified and incorporated as part of a large scale change programme. Governance for driving the change initiatives was established. A framework was also established for ongoing measurement and tracking, producing detailed trend analysis to assist Senior Operational Managers.
The outcome was a firmly embedded continuous evaluation and improvement framework that delivered a 30% decrease in customer complaints and a 20% decrease in costs within year 1, in addition to customer satisfaction and advocacy doubling.