ageas - transforming planning and sharing best conference/2015... · pdf...

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Changing Gear Rise to the Customer Challenge

Ageas - Transforming planning and sharing best practice

Chloe Palmer– Performance Analyst Kelly Metcalfe– Forecast and Planning Analyst Adam Savin – Dialler Manager

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Welcome

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Before we start, have a chat with colleagues from other

organisations…

■ What are the biggest issues facing planning or MI functions in your organisations?

■ What are you hoping to learn from these case study presentations?

This session is being videoed

■ Conversations in groups or tables will not be recorded

■ Comments made to the whole room will be recorded so please introduce yourself with name, job title and company

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Site visits

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Please use one of the peach booking forms on your

table to book a site visit..

■ The site visit for Ageas will be on the 7th of July in Bournemouth

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4

Agenda

Ageas Case Study

Discussion

Q&A

-Carl Bowles-

Head of Business Change

npower

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Changing Gear Rise to the Customer Challenge

Ageas - Transforming planning and sharing best practice

Chloe Palmer– Performance Analyst Kelly Metcalfe– Forecast and Planning Analyst Adam Savin – Dialler Manager

author I 5-5-2015

AGEAS Retail Direct (ARD)

author I 5-5-2015

Transforming Planning :- Delivering Improved Stakeholder Engagement Leading

to Full Redesign of the Call Centre Efficiency Metrics

 Operational Planning journey over the last 18 months following merge of 2 Companies.

 Restructure of the team to create ‘specialists’

 Emphasis on developing relationships within the new structure of the team

 Building strong trust and relationships with the Contact Centre

 Increased engagement through regular touch points

 MI overhaul including review & refine of current processes in and

outside the team.

 Launch of new efficiency metric & rebranding of current ones

7

Our Transformation Journey.

2013 Q4 2014 Q32014 Q2 2014 Q42013 Q3 2014 Q1

http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://cyriljars.canalblog.com/&ei=RDEMVeewAsr9aJGSgMAE&psig=AFQjCNEggNRT1MCOhCziupf8Mr1EXN0diA&ust=1426948664502185 http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://cyriljars.canalblog.com/&ei=RDEMVeewAsr9aJGSgMAE&psig=AFQjCNEggNRT1MCOhCziupf8Mr1EXN0diA&ust=1426948664502185

18 Month Journey

2013 Q4 2014 Q32014 Q2 2014 Q4

Sept - SPA Team expanded & multi branded to share best practice into Castle Cover

Dec – New Lateness process in line with RIAS

Sept – IEX launch into Castle Cover Dec - MI Specialist

contracted into Ops Planning

Feb – Shrinkage reporting & agreed set targets

Jan - Automated Holiday Booking Launch

Oct - Automated shift swap launch

Nov - Launch of new efficiency metric suite

Sept - Launch of new Month Ahead Resource & Forecasting process

Oct - Ops working on redefining efficiency metrics

Jul - New MI roles introduced

Sept – specialist forecasters introduced and identify the gap of planning processes – Review & Refine team launch

2013 Q3 2014 Q1

Jan - Regular shift reviews introduced. New MI infrastructure for new level of reporting.

June – Service Contract Agreed

Jan – Shift Efficiency factors introduced to all areas

Sept – OB Launch onto IEX system and introduced new Service Performance Analyst role for OB

Apr – Look Back, review & refine OB

8

2013 Q1

2013 Q2

2013 Q3

2013 Q4

2014 Q1

2014 Q2

2014 Q3

2014 Q4

author I 5-5-2015

Specialists Identify the Gaps

9

Where were the gaps? • Forecasters weren’t specialists –

providing different forecasts for several areas.

• No consistency. • Limited face to face contact with

stakeholders. • No look back process. • Limited daily reporting, restricting

ability to identify risks and opportunities.

• No review and refine process. • Unclear expectations of roles and

Business functions.

What are the key benefits? • More valuable to senior management

with insightful, focused knowledge. • Regular touch points through varying

communication styles. • Consistent message through all functions

of the Business. • Greater visibility and driving continuous

improvement. • Introduction of a Service Contract to

document commitments made by all parties.

2013 Q4 2014 Q32014 Q2 2014 Q42013 Q3 2014 Q1

Increased Engagement built by Daily, Weekly & Monthly Tasks

2013 Q4 2014 Q32014 Q2 2014 Q42013 Q3 2014 Q1

ENGAGEMENT

Yearly

Quarterly

MonthlyWeekly

Daily

Head of Operational

Planning

Forecasting & Planning Manager

Specialist Acquisition FC

Business Partners

Specialist Service FC

Business Partners

Specialist MI

Analysts

Planning & Performance

Manager

IB Service Performance Team

OB Service Performance Team

10

• Singular line of contact from Head of Operational Planning through to Operations.

• Planned activities and processes with a clear focus on regular contact with members of

team and key Stakeholders.

author I 5-5-2015

Introducing Review & Refine

11

Look Back

- Communication of previous month’s actuals to Operations.

- Provides understanding behind results

- Highlights relevant changes & trends

Resource & Forecast Process

- Face to face meetings

- Set time to complete

- Decrease in number of changes as a result

- Comprehensive plan agreed with all stakeholders

Month Ahead Pack

- Consistent & concise across all Departments

-Started in Inbound, then introduced into Renewals & CS in 2014

- Includes forecasted PCA% & enables identification of ‘hot spots’

2013 Q4 2014 Q32014 Q2 2014 Q42013 Q3 2014 Q1

Structured process cycle enabling stakeholders to have maximum

confidence in our work.

Progressive Monthly Planning – The framework

Week 3

 IEX updates completed pre-extraction

 OB Data count – marketing submission

Vs. budget

Week 4

 Final forecast - signed off

 2nd Headcount meeting

 OB target review process - completed

 Review Shrinkage levels

Week 2

 R&F meetings

 Draft forecast

 Headcount meeting

 Marketing mailing schedule – confirmed

Week 1

 Previous Months Actuals

 Look back – completed

 MI team – extract data

Week 4/5

 Month ahead - completed

 Ops planning Month Ahead meeting

 Dial plan finalised

2013 Q4 2014 Q32014 Q2 2014 Q42013 Q3 2014 Q1

author I 5-5-2015

MI Analysts Identify the Gaps

13

Where were the gaps? • No consistency in design of reports • Time consuming for Analysts and

Stakeholders as a result of non user friendly platform.

• Historical data missing or inaccurate due to manual input.

• Lack of structure for distribution of reports.

What are the key benefits? • Streamlined, consistent

reporting that enables Stakeholders to quickly and efficiently retrieve data.

• Reporting now automated • Time saving for Ops Planning,

allowing Analysts more time to proactively put action plans in place which are guided by the new reporting tools.

• One stop shop for historical data

2013 Q4 2014 Q32014 Q2 2014 Q42013 Q3 2014 Q1

Identify