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1 Customer Service Re-organisation In strictest confidence – not for onward cascade.

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Presentation on theme: "1 Customer Service Re-organisation In strictest confidence – not for onward cascade."— Presentation transcript:

1 1 Customer Service Re-organisation In strictest confidence – not for onward cascade

2 2 version Wholesale Customer Services The reorganisation of the Customer Services provides the opportunity to refocus on strategic Wholesale goals Wholesale Service Ambitions èCustomer first; Lead the market in customer satisfaction and underpin our revenue growth ambitions èSelf service; provide customers as much control of their service as our advisors èSimplification, standardisation and automation resulting in decreased cost of operations Customer Service Enablers èOrganisational changes to remove some product silos – end game integrated service èStrong transformation capability to drive service transformation agenda with TSO èDisciplined control of new bids, products and capability touching our service model èStandardised processes and systems, enabling work sharing & smoothing across CS; self service and automation where possible èStandard operational metrics enabling fair peer and team comparisons èFocus on the “right” measures customer satisfaction, RFT and unit cost

3 3 version Service management Customer Service – Framework MD Customer Services TransformationPlanning & Acceptance into Service Supplier Management ISPCo & BB Customer Operations Complex Customer Operations xxxx HRFinance Lead high performance teams to deliver market leading customer service for BT Wholesale Select, manage, motivate and lead the best operational customer service team Run day to day operations to optimal cost and service both onshore and offshore Help create a strong, customer- centric culture, complete with accountability and ownership at all levels in the team Deliver BRF while not compromising quality of service Plan a clear succession plan for themselves within the team Lead the delivery of OHI and CARE plans within the operations Define and deliver CS site strategy Define & deliver a transformation journey that will enable best service at optimal unit cost Lead the definition of service model outcome for CS Make change happen – be the catalyst for improvement Provide single point of interface for new requirements to TSO Lead the RFT and customer satisfaction for CS Provide single programme view across CS (PMO) Plan and resource manage CS, control quality of launch of change into CS Maintain CS volume forecasting model ensuring best balance of service, financials and CX Act as single point of contact any change into operations Sign off operational readiness for changes into live operations Monitor/analyse cost of CS Operations Manage SI & workflow changes within CS Lead the e2e service delivered by TSO in- life In-life leadership of all significant IT, Infrastructure & Network incidents including MIM, ensuring single point of contact. Leadership of problem & service management End-to-end service operations including end-to-end monitoring of service End-to-end performance mgt of the IT, Infrastructure & Network estate, including performance analysis, forecasting and reporting Strategy Anna Matty Manage the performance of suppliers to CS Liaise with operations to define, agree and monitor SLAs with internal suppliers Govern service relationships with supplier Identify, analyse and deliver improvements to supplier processes and performance Ensure Suppliers deliver critical Right First Time, Cycle Time and CX benefits Produce reports for performance management


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