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Offshore Telco

The Challenge

Our client had outsourced their operation and were concerned that the customer experience outcomes across the centres were ’stuck’ and attempts to improve were failing. There were three outsourcers across six sites with 1,200 agents in total.


We found that the customer experience was below standard for two main reasons. 

Firstly, processes had been developed that were based on unrealistic risk assessments. Customers were put through very rigorous authentication steps before they could be assisted, meaning they were often being turned away even for general information. For many low-risk enquiries agents had not been given authority to complete transactions so customers had to wait on hold while agent waited for a ‘rubber stamp’ from a Team Leader.


Secondly, the role of Team Leader was poorly defined across the centres and there was only limited focus on improving performance. Team Leaders were producing detailed reports for management and being pulled into all kinds of administrative work and escalations that prevented a coaching focus.  

Key Points
  • Offshore telecommunications company with 30 million subscribers

  • Operations had been outsourced to 3 business partners across 6 sites

  • Customer experience was solid but attempts to drive further improvements were failing

  • Customer effort was too high - excessive authentication processes were turning customers away and lack of appropriate authority meant delays while agents sought assistance from Team Leaders 

  • We designed best practice procedures that removed unnecessary steps and promoted the best channels to perform transactions in

  • We introduced a new operations framework for Team Leaders that gave them role clarity and made time for effective coaching

  • New operating model saw handle times reduce by 9%, first call resolution in the early 80%s and NPS improved to the early 70%s. The new model generated $1m of annual savings in a low cost market. 

  • The largest Centre Manager commented that new recruits speed to competency had dropped by 50% with the improved process and effective coaching. 

Our Solution

We designed best practice procedures (BPPs) for the contact centres and made four key practice changes:

  • We worked closely with the Risk team to get a more balanced approach to authentication. 

  • Our client had invested heavily in an omni channel strategy so we reinvested the handle time saved in authentication to educating customers on self-service options and how to get the most from their handsets and bundles.  

  • There were several low-risk actions that required Team Leader intervention. Authority levels were changed to bring these forward to front line agents

  • Agents used information held on customers account (such as IMEI and SIM numbers) rather than asking customers to provide these details after they had already been authenticated.


We also developed a clear Team Leader role and implemented disciplines that build in the time and commitment to coach, targets who to coach and creates the ability to be an effective coach.

  • Handle time reduced by 9% within 4 weeks of the pilot rollout

  • First call resolution was maintained in the early 80%’s

  • NPS improved to the early 70%’s.

  • Speed to competency of new recruits dropped by 50% 

  • The new model generated $1m of annual savings in a low cost market

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