… your specific company needs are in relation to how your customers want to do business. Maximize that by applying some operational efficiencies where needed. Then apply automation that augments that process. Do all the homework up front. Ask all the right questions and document what success looks like. Don’t be in a rush and don’t settle for the right now without a scaling plan for your future.
BP: The critical step in the process is defining and documenting business requirements so that all suppliers are proposing solutions that address each requirement. Creating a scorecard that can be used in the evaluation makes the process objective rather that subjective. Using an independent third party in this process allows for best practices and industry standards to be incorporated in this selection process.
JR: We think there is a lot of focus on the technology features, but often not enough time really understanding the business and enterprise requirements. We encourage and qualify our clients based on their mindset when it comes to building and understanding what the requirements are in 2019. If they are looking at the evaluation as a “lift and shift” because they’re trying to avoid a forced upgrade or maintenance renewal, it’s a red flag for us that there isn’t good organizational alignment, which always slows down and delays decisions. It’s still possible to make a decision from a traditional IT “lift and shift” standpoint, but it’s nearly always putting the implementation in a poor position to succeed. We also advise our clients to weigh the vendor sales and account-management approach heavily as the relationship will be fluid over time with the pace of feature changes.
CP: What are some things to keep in mind during the implementation process to ensure success?
BK: Be nimble. Expect something to go wrong and have a contingency plan for business continuity. Do a modular/phase implementation. Never rip and replace. Above all, ensure that someone owns the process. While selecting the right software is a consensus decision among many stakeholders, overseeing the implementation and coordination of the various parties involved in professional services needs to be one person’s job on the customer side.
BP: The organization must assign an internal project manager, with project management skills, to insure the supplier is implementing the platform to meet timelines, milestones and each of the business requirements. This avoids the supplier facilitating a “lift and shift” implementation from the previous platform, thus transferring existing deficiencies to the new platform.
JR: Early engagement with the cross-functional team and business users is key to ensure the expectations of level of effort, timeline and requirements are aligned. We’re also seeing a lack of understanding on roles and responsibilities on the client side after the implementation is complete, which is something to really drive clarity on.
CP: What do you hope attendees learn and can make use of from this session?
BK: Practical knowledge nuggets. We will be sharing the good and the bad from actual projects and implementations. Hopefully they leave with a practical do’s and don’ts list based on our collective experience.
BP: While there is no one-size-fits-all CCaaS solution, the key to a successful technology transformation requires expertly combining the three pillars of contact center success: people, processes and technology.
JR: That there is a large opportunity to drive value for clients through selling CCaaS, but that the process is different than most traditional agent brokerage.
For the second year, we've identified the people, organizations, techs and trends expected to have a major impact o… twitter.com/i/web/status/1…
October 16 2019 @ 18:12:06 UTC
In our webinar learn how to help your clients engage their customers in today's mobile world. @moxtrahq dlvr.it/RGFVy5
October 15 2019 @ 16:33:31 UTC