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by Kathleen M. Peterson, Chief Vision Officer, PowerHouse Consulting, Inc. - December 18, 2012

Millennium Call Center:  Predictions … Ten Years Later
By Kathleen M. Peterson
Chief Vision Officer, PowerHouse Consulting, Inc.

In 1999 I wrote a list of predictions for the “Millennium Call Center.” I thought it might be interesting to review this list to see how many of the predictions have been realized ten years later. I chose seven to review here. First and foremost, I believe we have definitely moved from the moniker Call Center to Contact Center. This is the term more commonly used to describe the more robust operations we see today handling a multitude of channels. Beyond that, the evolution of these ten year old predictions is a bit startling.

PREDICTIONS FOR THE MILLENNIUM CALL CENTER

1999.  We will see Call Centers receiving much more executive attention. The “Customer Relationship management” movement will prove to “executize” the Call Center.

2011. I believe executives today are recognizing the true value of the Contact Center. There remains a long way to go, however, before we see the associated budget and a genuinely clear understanding of what it takes to support the Contact Center as a strategic asset. The term “Customer Relationship Management” (CRM) has been replaced with “Customer Experience.” CRM today is considered as a system that supports the Customer Experience. My view is that CRM was originally about what the customer could do for the business. In contrast, the Customer Experience is a set of practices based on what the company MUST DO for the customer. The Customer Experience represents a mindset rather than a system.

1999. E-commerce and multimedia Call Centers will be the norm not the exception. New challenges will emerge in key areas, people, process and technology.

2011. This definitely has occurred. E-commerce and multi-media, multi-channel environments are now the standard. The challenges for managing these operations exist across key areas: people, process, and technology. The skills required of the front line now must include writing an intelligent email, the ability to learn, critical thinking capabilities, efficiency, multi-tasking, etc. Contact Centers handle increasingly complex interactions and deal with well informed consumers demanding recognition, speed, accuracy, respect for their time, value for their dollar, etc. Process issues continue to dominate Contact Center efficiencies - for the good and the bad. Improving process remains the number one area to drive efficiency, quality, and the Customer Experience.

The challenges of cross functional alignment often get in the way of process improvement. The mixed messages managers often hear from their managers, who hear it from the executive level, leave little room for TAKING THE TIME to conduct a process analysis of enough depth to address the complex challenges of cross functional dysfunction. When short term results of the metric sort (e.g., service level) are provided as "objectives" (they are really outputs) rather than paying attention to the performance of the inputs, the fix may require changes that some in the chain resist! (For example, the pace of processing claims impacts “demand” in the Contact Center. Fixing claim-related issues will yield a significantly better outcome than adding staff to the Contact Center to achieve a service level.) This area needs top level attention.

As well, technology advances are outpacing many humans’ ability to keep up. But this doesn't keep us from the seduction of a “quick fix” … VoIP, "the cloud,” intelligent distribution, work-at-home, complex skill and staff assignments of agents to various skills and channels, speech/text analytics, social networking … the list goes on and on. Today the strategic role of the Contact Center is clear. Now it is critical that all the supporting people, processes, and technologies align to deliver on the21st century promise!

1999. Reporting structures in the enterprise will change to bring the customer access channels together.

2011. Sadly there remains an enormous amount of work in many operations regarding the handling of channels. Many continue to have disparate groups vying for control of channels such as WEB presence and social media. Phone calls, emails, and live chat … nobody else wants … so the Contact Center remains responsible. The disconnect occurs when customers utilizing all channels discover the inconsistencies; this often damages the experience. At some point, all customer interfacing departments need to report up to a single chain rather than have multiple VPs fighting over budget dollars (etc.) and perpetuating dysfunction through “old fashioned” operational models.

1999. Executives must be wiser regarding Call Center management. Executives must strive to understand what it really takes to run an effective operation to be able to better judge the performance of that operation.

2011. Perhaps it is due to Contact Centers’ “moving walkway” of executive leadership that keeps this level (and others) from possessing a true working knowledge of this complex environment. Over the past ten years there has been some change in the form of attention paid, but not so much in what it really takes. Executives continue to demand quick fixes to service level, abandon, sales, and quality while simultaneously adding demand to the Contact Center via significantly shorter product cycles and increasingly complex offerings that cause more customer demands. When I see executives evaluating budget allocations to training, including Contact Center leaders in technology decision-making, demanding cross functional collaboration, and really understanding statistical data … then perhaps I will believe that they are finally “getting it.” While this has happened in some organizations, it needs to happen in MORE.

1999. A well-run Call Center will be positioned to provide a quick response to marketplace changes. It takes strong leadership and an enterprise view, not mechanical robot reporting metrics.

2011. Contact Center leaders need to step up. I have privately held a theory for years that Contact Center managers are sometimes hired for their complacency (this of course is a subliminal hiring driver). This positions managers who won’t “cause problems” in areas where lots of problems could exist. Complacent managers tend to “over identify” with the staff and under identify with the business. They possess limited ability to make compelling cases for the value and requirements of the Contact Center. These managers often turn to creative math to provide the executive level with whatever metric objective is believed to represent excellence when the reality may be anything but. Contact Center leaders are sitting on a powder keg of opportunity which they themselves must ignite. No one is looking to make you better. That is your responsibility. I never cease to be amazed by the lack of reading and lack of intellectual curiosity around how to become a better Contact Center LEADER! Many claim that this is a budget issue: “THEY won’t pay for any conferences or seminars.”
So what! There are enormous amounts of FREE articles, forums, etc., on the internet for those inclined toward self-help!!

1999. Call Center managers will be required to know more about technology.

1999. Technology acquisitions will include representatives from the Call Center - if you want them to be right.

2011. I combined these two predictions because one has everything to do with the other. The days of Contact Center managers not understanding the technology that supports their operation ARE OVER. Once again, I have not seen enough movement in this area over the last ten years. I still run into Contact Center managers that have NO IDEA who provides their telecommunication systems (no, not IT … the vendor!), the capabilities of their ACD (Automatic Call Distribution) system, or how to automate reporting. The list goes on. This is NOT OK! No one is hanging around waiting to educate you. You must SEEK this knowledge. This is not to say there is a need to know HOW it all works or HOW it is implemented; but the need to KNOW capabilities, flexibilities, and efficiencies is critical. If you are tired of being informed by IT (or others) of new technology acquisitions which impact your Contact Center, yet you had no invitation to take a seat at the decision making table, your frustration MUST lead you to seek knowledge and understand how to add value to the process. Then and only then will your participation not only be considered, but required!
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So what does all this tell us? I feel as if there has been a bit of a stall in the Contact Center’s positioning within the enterprise as a strategic asset. I am encouraged, however, by many of the activities I am witnessing among our clients. I see the Contact Center being viewed as the central nervous system and the heart of the Customer Experience. Contact Center managers and those up and coming managers and supervisors have tremendous opportunities as the marketplace and economy rebound. Take advantage of them! Learn, read, act! The future awaits!

PowerHouse Consulting, Inc.
360 Route 101, Suite 6, Bedford, NH 03110
www.powerhouse1.com 1-800-449-9904