Realignment of the services unit in the enterprise business
A network operator in the Middle East that has been privatized in the 1990s adapted its complete structure at the end of the first decade to the new requirements. Business units that were focused on customer segments have been built. One of these units that serves all enterprise customers covers all customer-oriented functions like marketing, sales, and customer service. The technical provision of the service infrastructure is provided by the network unit.
Initially the charter of the customer service unit was only to provide data services for enterprise customers and to render this service at the customer interface. Soon it became evident that the enterprise customers expected all services to be handled through this customer service organization.
A new manager was appointed and in cooperation with him the situation has been analyzed.
The evaluation of the situation resulted in the following findings:
Challenge 1: develop a plan for extending the service capability from one product to a broader service portfolio. The new portfolio was to comprise fixed and mobile network voice and data services as well as additional added value services for enterprise customers.
Challenge 2: more and more customers demanded service project solutions specially designed for their purposes. Consequently it became necessary to develop the capability to plan customer projects and to sell and manage their implementation. Also sales and marketing recognized that selling projects and solutions needed adapted processes and competencies.
Challenge 3: the previous management of the customer service unit was not accustomed to plan and implement the services to be provisioned independently and
Applying the TCI Enterprise Transformation Cycles in small groups and one-on-one meetings with middle managers draft plans for future services and the necessary processes, roles and organizational options have been developed. Through various iterations, different aspects and contexts of these elements were mediated, deepened and sharpened.
One of the most important goals was to establish which of the manager had developed the initiative and capability for implementation later on. In parallel and in close cooperation with the General Manager and the involvement of the neighboring units marketing, sales and administration a rough version of the future unit strategy has been developed. In this early phase, first implementation steps were planned and started so that practical results soon proved the benefit of the new strategy.
On the basis of this experience the whole management team of the customer service unit developed the complete version of the strategy that had finally been released for implementation by the company management.
Initially the complete strategy development was moderated by experienced consultants. During the following implementation phase the managers were continuously supported.
- A revised process, role, and organization model and an aggressive buildup of new staff has been approved and was implemented step by step. Partly the employees came from other business units, partly they were newly recruited.
- This newly designed customer service unit has in the meantime been supplying large parts of the significantly enlarged service portfolio.
- Cooperation with neighboring units has been positively developed.
- The ability to respond to customer needs has significantly improved and has resulted in an increased customer satisfaction.
We experienced the following success factors to be critical:
- A management actively driving the transformation
- A changed management team more actively designing the plan and implementing the change
- An experienced team of consultants supporting the strategy development and implementation in close cooperation with the developing customer management team by setting examples, imparting knowledge, and moderating and coaching.