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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

    2

    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

    3

    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

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