RBS: Transforming customer contact 

See how leaders at RBS have re-focused resources on simplifying the customer journey and establishing a new operating model, while cutting overall cost-to-serve - reduction in overtime reliance / spend and delivering a multi-million pound saving in team management and the planning function alone. Transformation of the Planning function has been fundamental to success, reduced in size by 64% but adding enormously increased value, through streamlined processes, having the right people, coaching them, developing self-service and reducing the need for individual contacts. Part of a wider bank strategy to be number one for customer service, trust and advocacy, almost 60% of customers now actively use mobile and online platforms to self-serve for simple transactions and AHT has risen 30 seconds, without increasing budget, to provide better, longer conversations at key ‘life events’ or ‘moments of truth’, providing for their more complex enquires. Extraordinary Operating Rhythm is a new set of leadership, management and coaching routines delivered consistently across a diverse 2,000 FTE operation in 10 locations. Planning have increased the amount of off-phone activity and scheduled over 5,000 staff on training courses, without increasing FTE.

Who should attend? This case study will interest any organisation looking for large-scale transformation of the operating model, especially with channel shift and self-service. Planning teams will be interested especially in the key role played by planning and the 64% reduction in the size of the team at a time when their value to the business was increasing. 


Richard Lee, RBS
Richard has worked for RBS for 28 years, leaving school as quickly as he could he started his banking career in local NatWest branches doing all the usual clerical roles. He moved into the Contact Centre environment in 1994 starting as a telephony advisor and undertaking various customer facing roles including progressing to a Team Leader before moving into a local Resource & Planning role. He then spent some time in London working on the Contact Centre strategy before undertaking several different Central support roles. His last two roles have seen him as Head of Live Operations, a team that deal with all on the day performance issues and incidents and most recently he has been Head of Planning, a team that consists of manpower planning/recruitment, forecasting and scheduling duties.

David Leatham, RBS