2020 Customer Strategy & Planning Speakers

See how a new end-to-end planning tool has delivered consistency, control and agility whilst freeing up time to transform the role of the planning analyst at Barclaycard.

Bank of Ireland has embarked on a transformative journey aimed at enhancing efficiency, transparency, and employee engagement across its branch network. Through the implementation of new systems and working practices, the bank is not only streamlining operations but also fostering a culture of collaboration and continuous improvement.

Learn how eBay are nurturing personal and professional growth within the team, underlining the organisation’s commitment to continuous improvement and talent development. By prioritising personal and professional growth, eBay is poised to unlock the full potential of its workforce, driving sustained success and organisational resilience in the ever-evolving business landscape.

Innovation isn’t just about groundbreaking ideas; it’s about promoting a culture where every voice is heard, and every challenge is met with collaborative solutions. Firstflex illustrates how it allows team members to engage in various projects based on their interests. Learn how Firstsource developed their own technology in pursuit of sustainability, underscoring the team’s commitment to fostering innovation from within.

This platform, a brainchild of collaborative efforts between the development team and operational stakeholders, has revolutionised the way business is conducted, ushering in a new era of efficiency, connectivity, and streamlined operations. The adoption of Firstlink has heralded a new dawn for the organisation, propelling it towards greater efficiency, connectivity, and operational excellence.

Creating flexibility and improving work-life-balance is at the heart of this case study. The Planning team have embraced technology to support the  digital first strategy by utilising key features to provide greater flexibility for its people. Empowering people, allowing them to have more control over the working schedules and breaks has also meant removing unnecessary communication and manual tasks, to free the Planning team to add more value.

A cultural transformation built on visibility and transparency of data and how this is used to drive better decisions. Trust has been built in understanding and using the data to change the decision-making dynamic. Confidence with data has improved the understanding of customer and colleague behaviour. This case study demonstrates the transformative power of data-driven decision-making and strategic evolution in driving operational excellence.

The integration of the WFM team into operations was hailed as a game changer with tangible value, from strategic support to operational efficiency gains. The transformative power of consistent messaging, stakeholder support, and a clear plan for the future emerged as catalysts for success. By leveraging ‘playbook’ meetings to align resources with forecasted service levels, the team maintained stellar performance amidst challenges.

In a bid to bolster operational efficiency and foster employee engagement, Leeds Bradford Airport undertook a transformative journey built on core planning principles and operational effectiveness. Through candid discussions and strategic foresight, the team navigated challenges and harnessed opportunities, heralding a new era of organisational resilience and employee empowerment.

Implementing a shift review program in a large organisation comes with its own set of challenges, from negotiating with unions to designing fair shift patterns. Flexibility, effective communication, and a focus on employee satisfaction are key elements in navigating these challenges successfully. By learning from experiences and adapting strategies, Lloyds have demonstrated how to create a shift systems that meets both operational and employee needs effectively.

The implementation of the workforce management tool exemplifies Motorway’s commitment to innovation and employee empowerment. Through effective communication, strategic planning, and a flexible approach to change, the team successfully navigated through challenges, ultimately enhancing operational efficiency and fostering a work environment conducive to growth and success.

Novuna exemplified the importance of effective team integration and operational efficiency in driving organisational success. Through collaborative efforts, transparent communication, and a commitment to continuous improvement, organisations can navigate challenges and seize opportunities in today’s ever-evolving business landscape.

OVO Energy epitomised the intricate balance between innovation and transformation, underscored by the team’s dedication to strategic planning, technological advancement, and people-centric growth. The journey towards staying competitive requires strategic planning, agile processes, and a people-centric approach. This case study provides the essence of this journey, highlighting the challenges, strategies, and future vision of a dynamic team.

The TSB Planning team have demonstrated the importance of collaboration, skill development, and innovative tools in driving operational excellence within organisations. By creating a culture of open communication, embracing upskilling initiatives, and leveraging data-driven insights, teams can enhance performance, drive innovation, and achieve sustainable growth. This transformation has seen the adoption of Power BI and the transition from using excel spreadsheets to the implementation of a real-time alert system.

Water Plus, a prominent business water retailer, embarked on a journey to streamline their customer service processes through the implementation of a pod way of working. This case study delves into their innovative approach, challenges faced, and the remarkable outcomes achieved. By prioritising customer-centricity and investing in employee development, they have set a benchmark for excellence in the industry, paving the way for sustained growth and customer satisfaction.

The Continuous Improvement Squad have embedded their approach to drive a culture of innovation and empowerment. Collaborating to help solve problems and prioritise improvements. Supporting colleagues with problem-solving workshops to help build their knowledge and confidence to identify new ideas and implement change. This inspiring case study demonstrates how to embed continuous improvement methodology as business as usual.

This planning team, led by Steven Miller, defined clear goals, maximised technology, and fostered collaboration, achieving remarkable improvements. Their success extended to reducing attrition, improving offline availability, and gaining influence in IT planning. While transitioning systems, their collaborative efforts showcased their expertise, offering a blueprint for effective resource planning. The planning team consists of only three people, including Steven, which is testament to what they’ve been able to achieve and build upon in a relatively short space of time.

eBay’s Real-Time team has revolutionised risk management with its proactive approach and collaborative ethos. Quantifiable results show significant time savings and workload reductions, thanks to retiring outdated processes and implementing informative playbooks. Challenges that once hindered efficient risk management have been eliminated, promoting transparency and trust across the organisation. The team’s resilience in a rapidly evolving landscape has helped drive these improvements.

This team revolutionised operations by adopting data-driven planning, refining stakeholder engagement, and streamlining processes, planning for security operations. Customer satisfaction saw huge improvements following queue times plummeting from 24 to 6.5 minutes and improved communication internally optimised resource planning and reduced errors. They removed inefficiencies, boosted employee satisfaction, and were able to attract high-quality recruits as a result. Through a culture of innovation and collaboration, they set a new standard for excellence in the aviation industry.

NFU Mutual’s planning team evolved rapidly from a modest operation to a central strategic pillar within their organisation, overcoming scepticism, significantly increasing the team’s size and scope, and demonstrating the tangible benefits of strategic planning. Key to their success was establishing a strong, data-driven decision-making process, stakeholder engagement, and the ability to demonstrate the practical value of planning initiatives, leading to a broader acceptance and integration of the planning team’s efforts across the organisation

Wheatley Housing Planning Team is committed to enhancing operational efficiency and customer satisfaction through collaboration, automation, and strategic planning. Initiatives included streamlined communication, automating payroll processes, and implementing new telephony and WFM solutions. Challenges such as manual transitions and peak season volumes have been addressed with a focus on long-term strategies and cost efficiency. Process improvements have reduced processing times, while integration supports cohesive operations.

Mark aligned working patterns with demand which led to improved service quality and a 9% increase in queries handled and he was able to recognise nuances between voice and chat scheduling to optimise agent efficiency. By leveraging both experiential knowledge and analytical tools Mark advocates for a blend of instinct and data-driven insights, with an emphasis on the importance of historical data for forecasting.

Katherine’s shift pattern comparison tool has revolutionised shift planning, empowering team leaders and reducing reliance on planning input. Pre-launch, bespoke pattern requests surged at 10% monthly, dropping to a 3% overall reduction. Enhanced collaboration with operations ensured the tool was used to its full potential. The “Try Before you Apply” initiative streamlined recruitment into the planning team, allowing team members to understand what planning do and improving candidate selection.

Kristie-Leigh spearheaded a transformative journey in workforce management, with an  emphasis on communication, collaboration, and employee well-being. Through initiatives like Flexi-breaks, My Day and Uni-flex, she has helped shape a culture of accountability and inclusivity, reducing shrinkage and increasing coverage. Kristie-Leigh’s dedication to personal development and support for colleagues inspires others to embrace change, drive innovation, and prioritise the welfare of their teams.

Through streamlined processes and a commitment to continuous improvement, Iain achieved significant savings and operational efficiencies. By fostering a culture of learning and embracing challenges, Iain empowered his team to excel and innovate. He exemplifies the potential for personal growth within the organisation, with a focus on operational excellence and customer satisfaction.

Zach’s journey at eBay showcases the transformative impact of curiosity, collaboration, and innovation. From simplifying processes to implementing ground-breaking features, Zach’s proactive approach has not only solved long-standing challenges but also inspired others to embrace learning and teamwork, setting a blueprint for success in today’s dynamic customer operations landscape.

Mohamed led the implementation of the Genesys system at emovis. Through comprehensive testing with a test team and frontline feedback integration, he was able to ensure the necessary adjustments for operational efficiency. Colleague commendations highlighted Mohamed’s strong planning skills and proactive attitude, with his innovative suggestions proving successful. His contributions exemplify a commitment to excellence and continuous improvement.

Kat led initiatives to enhance planning for admin and outbound calling, improving efficiency and customer service. By scheduling dedicated admin time and implementing an outbound booking tool, agents experienced reduced pressure and increased productivity. Collaboration with the operations team streamlined referrals, while understanding underwriters’ workload improved processes and built stronger relationships.

Michael champions accessible data presentation, pre-emptive issue identification, and real-time response strategies. His approachability and dedication to learning earn praise from stakeholders, while his collaborative spirit fosters a culture of innovation. Projects include self-scheduling implementation and a shift towards future-focused data analysis. Michael’s efforts not only streamline operations but also cultivate a data-centric culture.

Stephen implemented innovative forecasting methods, driving efficiency and cost reduction through leveraging data-driven insights. Collaborative solutions, guided by his effective communication style, helped tackle challenges such as integrating new features like chat. Stephen exemplifies the transformative power of experience and strategic thinking, setting a standard for excellence in modern workforce management.

Cameron’s partnership-driven approach to workforce planning at Motorway showcases transformative outcomes. By prioritising collaboration, his team achieved a 13% FTE saving, equating to £1.3 million in savings. Challenges like manual administrative tasks were reduced by 23%. Cameron’s leadership style has an emphasis on delegation, integration, and continuous improvement, driving efficiency and skill development within the workforce.

Transitioning from operational backgrounds to strategic planning, Kieran embraced change and innovation while navigating integration challenges. He implemented Workforce Management solutions, streamlined processes, and introduced a centralised bereavement team to enhance service delivery and mitigate risks. With a focus on accuracy and efficiency in forecasting, he demonstrated resilience and adaptability in managing staffing levels and call volumes. Continuous learning and improvement underscore his commitment.

Lauren doubled the complaints department’s headcount, guided by data-driven insights to enhance efficiency. Lauren’s adept stakeholder engagement gained trust and elevated operational performance. Her journey underscores adaptability, collaboration, and a commitment to continuous improvement, resulting in tangible outcomes such as improved service levels and complaint resolution rates.

OVO Energy, under Alex’s leadership, tackled integration challenges, fostering a culture of empowerment and innovation. Alex prioritised team empowerment, laying foundations for strategic decision-making and operational optimisation, with his goal for Shared Services to become ‘The Brain of the Operation’. Assessing teams for skills and mindset alignment, coupled with a focus on recognition and feedback, reinforced a customer-centric approach.

Sam renewed the approach to recruitment and training. With her approach, the blend of weekend and remote workers has enhanced operational efficiency and relieved pressure on agents whilst improving morale. Embracing social media, they maintained service levels and reduced contact volume, achieving a 70% satisfaction rate and a 33% decrease in queries. Sam’s data analytics have driven continuous improvement, enabling personalised service and proactive customer engagement.

Michelle led a pioneering project, promoting work-life balance by empowering employees to choose their shifts. Positive feedback ensued, prompting the implementation of a shift swap feature for enhanced efficiency. Work-life balance scores provided valuable insights, demonstrating the organisation’s commitment to employee well-being. Michelle’s adaptability and vision earned widespread acclaim.

Kirsty has led on optimisation, by removing inefficient tasks to allow more value-add activities like extending the planning window and gaining the benefits like planning for recruitment. Her focus on longer term planning ensures that peak is now well managed and easier for all. Kirsty is well respected and is committed not only to continuous learning & development but also to sharing skills and new learning with her peers.

The ACCA Quality Team have transformed quality for their teams both domestically and internationally. By adopting a nuanced grading system and decentralised management, they tackled operational and cultural differences head-on. They not only harnessed technology for enhanced data analysis but also improved operational efficiency and integration across geographical locations. The outcome was a marked improvement in customer experience, demonstrating adaptability and innovation in educational quality assurance amidst modern challenges, with a strong emphasis on teamwork.

Benenden Health’s Be Smart programme revolutionises healthcare service delivery by fostering a culture of continuous improvement and member satisfaction. Shifting from centralised change management, it empowers individuals across the organisation through a network of champions, covering 75% of business functions. This initiative has yielded significant results, including £165K savings and a 441% increase in return-on-investment by 2023, demonstrating the effectiveness of embedding a culture of proactive change and engagement across all levels.

Firstsource’s WFM Academy addresses the urgent need for upskilling and reskilling in a tech-evolving corporate world. Through bespoke, technologydriven learning programmes, it aims to bridge the global skill gap, enhancing workforce capabilities. This initiative has successfully uplifted employee skill levels by 16%, demonstrating its effectiveness in aligning with business strategies and fostering a culture of continuous learning. The Academy sets a benchmark in corporate learning, ensuring organisational adaptability and long-term success.

HGS introduced ‘Quality Central’ to revolutionise its quality management across diverse sectors. Facing challenges from manual, siloed processes, the quality team’s deployment of this centralised platform marked a significant shift. Through strategic design, stakeholder engagement, and client-specific implementation, the initiative led to enhanced performance metrics, improved customer satisfaction, and streamlined reporting. This transformation underscores the power of technological integration and strategic planning in optimising organisational efficiency.

The AA significantly improved its service by implementing end-to-end outcomes testing. This approach not only deepened understanding of the customer journey but also heightened regulatory compliance and operational efficiency. Key to success was engaging stakeholders early, fostering collaboration, and driving procedural changes that benefitted both customers and the business. This shift not only enhanced customer experience but also transformed the quality assurance team’s role, promoting a culture of constructive feedback and continuous improvement.

The Open University, spearheaded by Liz Vosper, has advanced its knowledge management system, addressing initial challenges such as inadequate web content management skills. Their journey, characterised by innovation, collaboration, and a focus on accessibility, has significantly enhanced system efficiency. Implementing e-learning for content writers and improving accessibility standards, they’ve set a new benchmark in the field, showcasing their commitment to continuous improvement and user-centric design.

Utility Warehouse, a leading UK multi-service provider of energy, telecom, and insurance, embarked on a transformative journey to overhaul its operations. Spearheaded by their Operational Change department, the initiative saw the evolution of their Albert Evolve knowledge platform and the introduction of the Live Interactive Support Agent (LISA). Aimed at enhancing customer service efficiency, this transformation included rebranding, content optimisation, and extensive employee training, resulting in significant time and cost savings, improved platform engagement, and positive feedback from staff.

Water Plus, the largest water retailer in the UK, is enhancing customer service and employee growth. Their approach includes comprehensive training, customer engagement, and strategic quality assurance. Initiatives like structured coaching, development programmes, and technology use for self-service have significantly improved customer satisfaction and employee morale. This focus on continuous improvement and strategic quality alignment has led to notable achievements in service delivery and operational efficiency.

In the customer service and QA sector, Jess Baldock’s journey with DAS has become a source of inspiration. Jess embarked on a transformative path, shifting the QA role from policing to nurturing, focussing on relationship-building, approachability, and tailored feedback. Through her innovative strategies, Jess overcame significant hurdles, leading to remarkable improvements in team morale, agent performance, and the overall perception of the QA function. Her story offers valuable lessons for enhancing employee engagement and redefining quality assurance processes.

Alice spearheaded a transformative quality management initiative at Hindustan Global Solutions (HGS), significantly impacting its extensive global operations. By introducing Quality Central, a system meticulously designed to refine quality management processes, Alice not only streamlined operations but also nurtured a culture of continuous improvement. This strategic move revolutionised performance tracking significantly reduced administrative burdens, and marked a substantial leap towards operational excellence and strategic focus.

Ellie’s work at Novuna Consumer Finance exemplifies the transformative effect of centring both customers and colleagues in operational strategies. Her focus on empathetic, customer-centric training has significantly boosted performance, engagement, and service quality. Ellie’s efforts in simplifying processes and enhancing colleague capabilities have led to notable improvements, including reduced response times and increased stakeholder engagement. Her work underscores the value of empathy, strategic communication, and continuous improvement in operational training and development.

In an era demanding rapid and accurate information sharing for customer service excellence, Linda’s story shines as a beacon of innovation in knowledge management. Working as a Procedures Specialist, she transformed her organisation’s approach to managing, accessing, and utilising knowledge. With a focus on a user-friendly, centralised knowledge base, her journey from identifying inefficiencies to implementing strategic solutions showcases remarkable improvements in operational efficiency, engagement, and training quality, serving as an inspiring example for others.

Claire’s journey at The AA illustrates the impact of resilience, collaboration, and education on driving organisational change. Facing initial challenges in report writing and confidence, her commitment to personal development and stakeholder engagement led to significant improvements. Through tailored communication and workshops, she enhanced cross-departmental relationships and customer outcomes, shifting towards a more inclusive culture. Her story highlights the transformative power of individual efforts in fostering a supportive, collaborative workplace environment.

Mel’s story at The AA is a compelling narrative of strategic improvements and impactful changes in quality assurance. Highlighting empathy and collaboration, her focus on both customer and business outcomes led to notable enhancements in operational efficiency and team morale. Challenging traditional views and fostering continuous improvement, Claire’s customer-centric approach and commitment to team engagement have driven significant operational advancements, embodying a transformative journey in fostering a supportive, quality-driven culture.

Sue Drape-Comyn, a quality management innovator, revolutionised her team with coaching, mentoring, and empowerment. Prioritising personal development and team mobility, her approach enhanced organisational efficiency and team performance. This strategy resulted in high engagement scores, low absence rates, and outstanding compliance reviews, showcasing the power of genuine empowerment and succession planning. Sue’s leadership exemplifies how effective management can lead to significant organisational and individual growth.

Alana at The Open University led the development of a Knowledge Management System (KMS) training programme, employing a learner-centric approach to overcome the inefficiencies of existing virtual training. Innovating with modular e-learning, interactive simulations, and instructional videos, she made the learning experience more engaging and relevant for content writers. Her work significantly enhanced role relevancy and the application of knowledge, showcasing the power of targeted educational design.

In the digital era, efficient knowledge management is essential for innovation and operational efficiency. Alexandra revolutionised the knowledge system at Zopa with “Zoracle,” a user-friendly hub for guides, videos, and updates, transforming scattered information into an accessible format. This strategic overhaul improved operational efficiency, enhanced employee performance, and fostered a culture of knowledge sharing. Zoracle’s success underscores the vital role of digital tools in organisational change, setting a benchmark in knowledge management.

The ROI insight team at Three Ireland have utilised Microsoft Power Apps to revamp internal processes and enhance workplace culture. This move aimed at ditching outdated communication methods for a more efficient, engaging approach to reporting. The initiative led to improved operational efficiency, higher employee engagement, and significant cost savings. Power Apps helped automate tasks, saving 900 hours annually and fostering a culture of innovation. Future plans include developing an “Everything App” and integrating AI to further advance their digital efforts.

The AA’s forecasting team has been pivotal in optimising breakdown services through a predictive model linking weather data to breakdowns, improving resource allocation and response times. Their analysis has driven digital advancements, streamlining operations and enhancing customer interactions by filtering simpler queries online. They also evaluate economic and market trends for strategic planning. This work ensures The AA adapts efficiently to customer needs and maintains leadership in service excellence, highlighting the team’s essential role in operational and strategic decisions.

HomeServe’s journey with speech analytics since 2015 transformed customer service, blending technology for efficiency and satisfaction. Initially aimed at operational improvements, it evolved with advanced telephony for better service delivery. This shift not only streamlined processes but also enriched customer interactions. Rich joined-up data is linking actions to outcomes and enabling continuous improvement. Their commitment to technological advancement has set new standards in customer care, highlighting the role of technology in enhancing service quality.

In BT’s defence sector, Amanda innovated reporting by transitioning from traditional, static methods to dynamic dashboards, enhancing decision-making for sensitive defence contracts. Facing high-security clearance challenges and the need for meticulous staff retention, her approach uses visual cues to highlight key metrics, significantly improving operational efficiency and strategic planning. This shift towards action-based reporting has been well-received, demonstrating the impact of adaptability and innovation in reporting within the sector.

Mike’s journey at Capita exemplifies dedication, innovation, and collaborative spirit. Starting in 2014 as a customer service representative, his interest in operational efficiency led to his role as a performance analyst. Skilled in Power Query and Power BI, Mike turned SLA data into actionable insights, enhancing service delivery and customer satisfaction. Overcoming challenges with advanced tools, his work improved operational efficiency and inspired peers towards continuous improvement. A commitment to continuous learning and development is driving organisational success through data-driven decisions.

Firstsource Solutions revolutionised its risk management with a digital-first strategy, under Ravi’s leadership. This case study highlights the transition from expensive, rigid third-party tools to custom digital solutions, enhancing operational risk management and business continuity. Implementing in-house tools like the Operations Health Dashboard significantly cut costs and improved efficiency. This transformation not only saved £170,000 in licence costs over two years but also fostered a robust risk-aware culture, showcasing the impact of digital innovation on organisational resilience and efficiency.

At Hiscox, Steven transformed corporate planning by adopting advanced methodologies and improving data management. His benchmarking efforts and use of the Minto Pyramid Principle for communication enhanced strategic operations in the UK. Steven’s initiative underscored the importance of innovation and foresight, driving Hiscox towards operational excellence and sustainable growth. This case highlights the significance of strategic planning and data-driven decision-making in the competitive business landscape.

Chantal’s leadership journey at Macmillan Cancer Support showcases her transformative approach to management. Transitioning from a single Data Analyst Insights team to leading three specialist teams, she exemplifies embracing change, fostering trust, and leveraging technology for organisational improvement. Her strategy prioritises people, performance, and continuous learning, demonstrating the impact of multifunctional teams and data-driven decisions. Chantal’s story is a testament to the power of leadership in navigating challenges and driving substantial business improvements.

Katie enhances business efficiency by expertly utilising Management Information (MI) to align with stakeholder needs. She champions incremental changes and fosters collaboration between data analysts and operational teams, ensuring MI insights translate into actionable strategies. This approach not only improves decision-making and productivity but also cultivates a culture of continuous improvement. Her leadership exemplifies how insightful, collaborative efforts can lead to significant organisational benefits, demonstrating the critical role of effective MI application in operational success.

Through partnering with Business Systems to implement Calabrio, Motorway has experienced significant improvements in their WFM and Planning operations. These include substantial improvements to adherence, equivalent to 30 FTE per week, a considerable increase in the efficiency of internal processes such as holiday requests, and the fostering of an overall more positive work environment resulting in greater employee satisfaction and improved customer service. Through innovative problem-solving and dedicated teamwork, they overcame challenges in integrating systems, delivering significant operational improvements and financial benefits. Shared goals and a willingness to “walk in their customers’ shoes” were key elements of this successful partnership – we understand that Neil did get a good price for his car!

A cohesive and genuine partnership underpinned the introduction of an employee engagement platform. Both teams worked very closely, even before contracts were exchanged and Ocado became a design partner of Centrical.bThe vision for the launch was to reduce the complexity for leaders, it was important that this was not just another link to follow, another set of data or another system to log in to. During the design partner program, they worked closely to understand the key requirements of Ocado’s QA programme, and how Centrical could support this directly within the platform. QA was not an existing feature, but through their close partnership, this new feature was brought to life and the Centrical system rapidly became a one stop shop for all employee engagement, performance management, rewards and recognition, and quality management, allowing the platform branded internally as ‘Mint’ to become an integral tool to the business.

This strong, responsive, and mature partnership has delivered the first ever integration of the OPX back-office system with NICE, and the first integration that NICE has had with a back-office system. Student Loans now has full visibility of staff across the estate, allowing for the dynamic allocation of staff to different roles based on changing needs and operational priorities. Frequent and transparent communication at many levels, and easy access for the SLC team with CMS developers really helped to deliver a solution that meets their customers’ needs. ROI is very impressive, with £925k in year one and savings of up to £3.6m per annum.

In a strategic collaboration, global retailer TJX and Davies revolutionised employee onboarding, focussing on decentralised training and soft skills. Incorporating digital learning and aligning with cultural values, they achieved a 300% investment return, which included a reduction in the glide path to productivity in the contact centre from 8 weeks to 6 weeks. This partnership not only enhanced employee engagement and customer service for TK Maxx and HomeSense but also established new benchmarks for training excellence, an increase in empathy and rapport with customers with a positive impact oncustomer loyalty.

This open and trusting partnership has delivered on the selection and configuration of the best fit interaction analytics platform for Dwr Cymru Welsh Water. Davies, through their Managed Analytics service trained the team and helped them to identify priorities, and scale problems to ensure that they did not try to do too much all at once, and ROI was achieved. A process issue affecting one vulnerable customer was identified, queries revealed the extent of the customer base that could be affected by this flaw, this enabled them to make a change to the process, improving services for their most vulnerable customers. Results include a reduction in verbal complaints of 15%, a reduction in AHT by 35 seconds, and a speed up of the investigation process from 14 days, to just one day.

miPerform and Northumbrian Water have been working in partnership since 2020 to redefine the boundaries of client and technology collaboration. At the heart of this partnership is a joint vision to deliver customer service excellence through empowering agents and enabling self-management, through deployment of an innovative toolset that supports peer-to-peer benchmarking, gamification, transparency, and fairness of reward. The operational background of the team at miPerform has been key to success; they understand what is important, combined with rapid response times, shared goals and an openness to learning and challenge. This is a very successful and embedded partnership.

Driven by a goal to discover whether NICE’s NEVA technology could be used to support scheduling activities, NICE and BT Group worked together as one team to design a solution. By adopting NICE’s NEVA technology, they were able to reduce the number of interdependent systems, remove transactional work, and create new skills and career development opportunities for schedulers to learn robotics. This venture was built on mutual respect, open communication, and shared goals, and created a new use case for NEVA which works for BT Group and which NICE can share with their customers.

A mature and established partnership between QStory and Jet2holidays delivered an extremely successful intraday automation implementation, which has been a great enabler for Jet2holidays homeworking model. Once they had a better visibility of their absence, QStory supported Jet2holidays with the establishment of a centralised absence management function SMART. The QStory policy of retaining 30% of developer time to be available to work on customer requests has been a real enabler for this change, ROI and stakeholder impact has been positive. Jet2holidays are so delighted that QStory were awarded one of their coveted supplier awards.

In a strategic partnership with Sabio, DHL Express UK embarked on transforming its resource planning and employee engagement, addressing staffing inconsistencies and inefficiencies. By overhauling their Workforce Management system, focussing on accuracy, optimisation, and schedule flexibility, they achieved significant improvements in forecast accuracy, resource efficiency, and employee satisfaction. Sabio took time to understand DHL, and their service goals, and worked hard to support and upskill the team at DHL. These efforts led to marked cost savings, showcasing the value of leveraging technology and innovation in the logistics industry.

A consultative approach from SVL identified that Calabrio would provide Hoover Candy with a tool that not only reduced manual processes but also delivered self-service functionality for agents to have more control over their schedules. SVL worked closely with Hoover Candy to plan the roadmap forthe roll out to focus on areas that would get buy in from internal stakeholders early in the process and to resolve technical issues with some of the key interfaces. Open communication and a deep understanding of their clients’ needs has been key to the success of this relationship.

Collaboration and joint ownership of the plan has been key to the success of the implementation of a WFM solution, tailored to the aviation industry. This has supported LBA’s passenger growth and service delivery expectations and enabled a consolidation and centralisation of their planning and forecasting functions. There is now a clear view of workload and staffing levels, this has enabled data-led decision making to improve operational performance, queues in security have been reduced and SLAs with airlines are being met, all helping the airport to bounce back post pandemic.

This collaborative and professional partnership has revolutionised back office operations and enhanced customer experiences at Vitality Health. The deployment of Verint Operational Manager has given visibility, streamlined processes, improved data analytics, and facilitated better demand planning. The outcome was not only a substantial increase in operational efficiency but also a significant reduction in customer complaint resolution times, reduced from two months to 72 hours. A strong sense of professionalism and a governance framework has been key to delivering and demonstrating the success of this implementation.
 

ACCA’s Training team went from quiet and traditional to bold and digital. They built fun, engaging content in-house, saved loads of money, and made learning something people actually want to do. Big impact, small team.

Fixing one thing at a time wasn’t cutting it. Aldermore zoomed out, mapped the full customer journey, and broke down silos. Teams now collaborate better, delays are down, and customers are seeing a real difference.

Retiring from a pension scheme used to mean paperwork and waiting. Brightwell made it digital, secure, and way more user-friendly. Members now retire faster, with less stress—and staff can focus on people, not forms.

Contact volumes exploded, and complaints followed. British Gas didn’t panic—they reworked how they talk to customers, trained staff better, and used smart tools to stay ahead. Now, calls are shorter, customers are happier, and complaints are way down.

Old systems made life harder—for staff and customers. British Gas Homecare rolled out new tools to forecast better, plan smarter, and cut admin. Engineers now focus on fixing, not paperwork—and customers get help when they need it most.

This team didn’t go for a big overhaul. They focused on everyday stuff — team shadowing, clearer leadership, and small changes that added up. The result? Stronger culture, better teamwork, and big wins for customers and staff alike.

Forecasting at eBay was all over the place. Different countries, different models. So they built one global approach—simpler, faster, and easier to share. Now, teams save time, help each other out, and plan better across the board with improved consistency.

WFM at Monzo was spreadsheet chaos. They cleaned it up with better data, clever automation, and small steady steps. Now, forecasting is sharper, scheduling is smoother, and the team has become a key player in strategy.

NCFE’s support team was struggling—low morale, unclear direction, and poor systems. Instead of rushing fixes, they listened and made steady, meaningful changes. A new culture, better tools, and a focus on people turned things around fast.

Planning was difficult. Forecasts didn’t match the real workload. So they simplified, introduced smarter tools, and brought everyone along for the ride. Now, service is quicker, people feel supported, and planning finally works for everyone—not just the system.

Info was everywhere — old, scattered, or just missing. So the team built a one-stop space that is clear, up to date, and easy to use. Staff trust the info again, and customers get better answers first time.

The team grew fast, but development didn’t keep up. So NHSBSA built a simple framework—Do, Think, Achieve. It gave staff structure, time to grow, and space to thrive. Now, internal talent is rising, and planning is stronger than ever.

Openreach brought customer and operations teams together under one roof. That shift—from blame to teamwork—cut delays, boosted service, and got everyone focused on fixing problems fast. The big win? Customers noticed the difference.

OVO mixed AI, automation, and human support to make planning and service slicker. Teams have more time to do meaningful work, and customers get faster answers. It’s a smarter, simpler way to keep things moving.

The old holiday booking system caused stress. So, the AA Scheduling Team scrapped it and gave people guaranteed leave. More flexibility, less admin, and record service levels followed. It worked because they trusted their people.

Outdated systems and manual tasks were slowing things down. So Guinness shook things up — blending video calls, automation, and smarter planning. Wait times dropped, staff felt more balanced, and customer ratings shot up.

Trainline ditched a clunky old phone system and brought in a faster, smarter one. It routes calls better, saves cash, and makes coaching easier. Now teams have more time to focus on what really matters—helping customers.

TSB launched Video Banking so people could speak to advisors without leaving home. It worked. Customers loved it, staff felt more efficient, and the personal touch didn’t get lost —just delivered differently.

Vitality let people choose when they worked—and it paid off. Shift coverage stayed solid, call answers improved, and satisfaction soared. Trusting teams with their time made everyone more engaged and ready to show up.

With clearer processes and information needed, Water Plus built Oasis - one simple knowledge hub. Clear steps, smart guides and knowledge gaps addressed. Now, staff feel confident, training’s faster, and customers get informed responses - first time.

Originally broadcast 17th June, 12pm

Celebrating the 20 finalists from this year’s Innovation & Transformation awards. Trailblazers who are redefining workforce planning, customer experience, and operational excellence. From AI to culture change, these organisations are proving that bold thinking drives real-world results.

The Aldermore team knew things had to change. Service levels were poor, and staff were overwhelmed. Instead of patching up problems, they tackled the root causes. Breaking down silos and using data to drive decisions, they improved efficiency, saved £7m, and boosted engagement. The real win? A lasting culture shift.

The Aviva Insight Team turned messy data into clear, useful reports. They automated tasks, cutting out 376 working days a year. By centralising reporting, they gave teams confidence in their numbers. Their quick thinking even fixed a financial error before it became costly. Now, data drives decisions, not guesswork.

Customers were frustrated. Engineers were stretched. The planning system wasn’t working. The team rebuilt it from the ground up, using real-time data to forecast demand. They cut last-minute cancellations and even introduced same-day service. Most importantly, they earned trust—both from engineers and customers—by delivering what they promised.

Two years ago, there was no back-office planning at eBay. The team built everything from the ground up. They created forecasts, reports, and a planning model that serves 75 different teams. Their secret? Start small, listen to feedback, and adjust. Now, instead of firefighting, they can plan ahead with confidence.