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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.
Categories: Library, Awards Case Studies
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.