Pensions administrators are increasingly being required to deliver improved service to increasing numbers without a significant adjustment in resources.
Change management takes people through a journey of change, as an organisation moves from its current state into a new future state.
Continuous Improvement (CI) is a term that is used in many ways across many businesses, and often mistakenly used as a generic term for different approaches to improving an organisation's performance.
Improving customer journeys can be complex, requiring the input of multiple teams into different channels and systems.
In our experience, whilst the importance of customer journey design is clear, improvement initiatives are too often narrowly focused.
Some organisations understand cost of acquisition during the sales process, but we rarely see deep understanding of the total cost to serve.
Customer loyalty and established market positions cannot be taken for granted anymore. The digital revolution that has already transformed industries from shopping and hotels to taxis and food, has longed to take a big bite out of the highly lucrative, high margin, retail and commercial banking market.
Having a clear design for delivering strategic change to your business, using both technology and people, is only the beginning of your transformation journey.
Why are businesses focusing on customer journey thinking, and what are the benefits for those who truly embrace their customers?
Why do so many businesses find delivering excellent customer service a challenge, and what are the rewards for getting it right?
Robotic Process Automation (RPA) is a powerful tool which will undoubtedly play a key role in the future of the service industry. So what is stopping organisations from maximising the benefits of this so-called digital workforce?
OEE Consulting's Managing Director Mark Palmer explores how we can apply Black Box Thinking from the aviation industry for robust operations.
It is getting harder to satisfy your customers, and easier for them to tell others when you fail.
Customer service is no longer a ‘one size fits all’ concept; different people prefer different methods of support.
Creating a seamless multichannel customer experience is by no means an easy task, but it is possible.
Consistent experiences create trust in an organisation, with each interaction contributing to your overall user experience.
The rise of digital channels is changing the profile of inputs into the business, but it won’t eradicate all manual work.
Jonathan Tidd and Martin McCloskey discuss how a well-designed operating model can transform your business.
Hervé Mazenod shares his views on how a stronger operations capability can underpin successful transformation.
Chris Hallmark discusses the power of collaboration to build end-to-end multichannel experiences.
Mark Palmer explores how we can drive improvements for UK productivity, and what impact Brexit will have here.
In the current economic climate, businesses of all sizes are routinely expected to do more with less. Eliminating waste, efficiency improvements and enhancing value for the customer can all help you transform your business.
Team leaders are essential in any worldclass operation. They’re responsible for planning, controlling workflow, improving processes, managing and coaching staff.
If your business has a successful Service Excellence transformation programme in place, the introduction of an Academy can be invaluable in helping with both broadening and raising the capability of the key staff on your improvement team. These people will be instrumental in facilitating change, so it’s important you give them the tools and the confidence to be successful.
Due to the high variety and complexity of service work, it’s often challenging for a single individual to deal with a customer’s request from start to finish. Being passed from person to person can lead to disgruntled customers, while staff can feel demotivated as they rarely get to fully assist a customer themselves. Changing from a silo approach to customer-aligned teams is an effective way to address the challenge.
Year-on-year, call centres continue to grow in number. Now a key customer interaction channel for companies, many have invested significant time and effort in finding new ways to improve performance and effectiveness.
Business process reengineering and Six Sigma thinking has always traditionally focused on process. However OPEX practitioners, particularly in the service sector, have realised that process improvement makes up only one third of the organisational jigsaw required to embed sustainable change.
Image and Workflow is a generic term for technology that aids paperless working. In its simplest form, it works by delivering an electronic image to a location where it can be processed (read, acted upon, transferred into another system) by a human being.
In our experience, when looking to make improvements most businesses focus their attention internally. However by purely looking inwards they fail to fully understand the consumer’s experience, which in most cases is the greatest source of customer dissatisfaction. That’s where Lean can make a real difference.
At OEE Consulting we believe Lean tools and techniques are as invaluable in a service environment as they are in the manufacturing arena.
This paper looks at different approaches to tackling budget cuts and the operational consequences for front-line services.
Martin Gibson shares how embedding regulation can provide better outcomes for your customers.
This paper examines the wider business implications of a digital strategy and looks at the changes needed to respond to the challenge.