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Implementing new technology

Banque BCP

Challenge: A new operating system (FiServ), but no capability or money to train branch staff in its use.

Solution:. Create The Little Red Book, a set of operations, systems, sales and service procedures and customer skills all in one package and aimed at front-line staff. Then combine distance learning with branch-based coaching and certification.

Result: No dip in customer service during the transition to the new system, and a quick upward shift in sales and service after it.

BAE Systems

Challenge: Reshape subcontracted IT services and establish collaborative working practices between global, disparate product divisions.

Solution: Define, agree and implement common working processes in advance of signing and switching to new contracts.

Result: Internal teams published and mastered 40 key processes with the active support of technical specialists from each business group all within three months.

emfinance

Challenge: Equip a non-mortgage team to launch the first UK on-line mortgage bank.

Solution: Design and train staff in The Dream Green Line a customer-focused sales and service process, including state-of-the-art fluency techniques and integrated workflow processing.

Result: The Dream Green Line became the fastest mechanism on the internet for a customer to get from contact to mortgage contract. Staff were ready to go from the first day of trading.

Atlantico

Challenge: A new retail branch design included the latest in desk-top video-conferencing. But senior managers were concerned about whether the new technology would pay for itself in new business.

Solution: We created and set up training programmes for video-conference specialists. And we devised a service model that won the enthusiastic backing of branch staff.

Result: The specialists achieved an 80 per cent close rate, with three to four products sold per conference.

Visa

Challenge: Convert staff and managers from local paper-based purchase processes to a new, centrally driven global procurement system.

Solution: Establish cost-centre management ownership; redefine and train departmental staff in model purchasing routines; and redesign management reports.

Results: improved relationships with key suppliers, a streamlined supplier list, and more purchasing power for the group as a whole.

Barclays

Challenge: Set up a new contact centre from scratch to improve service and reduce costs.

Solution: Partner with bank staff and external IT suppliers to design customer-friendly processes and training for newly hired agents. Put management and measurement processes in place.

Result: The bank successfully launched a new service that was well received by customers.