G-Cloud 5 Customer Contact Centre Transformation

Citizen/Customer Contact Centre
Transformation
10 April 2014
G-Cloud
service definitions
TABLE OF CONTENTS
Service Overview ...................................................................................................................... 3
Business Need .......................................................................................................................... 4
Our Approach ............................................................................................................................ 5
Service Management ................................................................................................................ 7
Pricing ....................................................................................................................................... 7
Ordering and Invoicing ............................................................................................................. 7
Termination Terms .................................................................................................................... 7
Further Information ................................................................................................................... 8
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The information contained in this document is proprietary. Copyright © 2014 Capgemini. All rights reserved.
Service Overview
Citizens are rapidly adopting emerging serviced and self-service channels such as email, web
chat, video calling, co-browsing, and social media. Government faces a growing challenge to
fulfil citizen expectations as they access new services across these multiple channels. The
additional challenge for Government, based on the proliferation of channels, is to achieve a
single view of citizen activity and behaviours across the multiple touch points. From a business
perspective, the pressure remains for Government to reduce delivery cost, improve service
accessibility and enhance citizen experience.
The Capgemini citizen contact transformation can offer the ability to navigate Government
through the ongoing evolution in citizen contact, whilst also enabling cost to be reduced and
citizen satisfaction to be increased.
The Citizen Contact Centre Transformation can help Government to answer the following
questions:

Do I have the right strategy and roadmap? – To support evolving channels and change in
citizen behaviour.

Do I have the optimum number of sites in the correct location? – To drive down cost
and increase skill.

Do I have the correct operating and delivery model? – To support evolving and
escalating service demands.

Do I have the right number of people with the right skills? – To optimise service delivery
with the correct skill and capability.

Do I have the right IT and technology solutions? – To simplify and improve both the
citizen and employee experience.

Do I listen to the voice of my Citizen? – To capture deep and relevant customer insight
and act upon findings.
The scope of Customer Contact Transformation may comprise one or more of the following key
elements, as required:

Customer contact centre strategy and transformation (channels and social).

Customer contact centre review.

Customer contact location strategy.

Customer contact centre optimisation.

Customer contact technical capability.
Capgemini has experience of working with the following technology vendors: Avaya, Genesys,
Aspect, Cisco, Prosodie, SAP, Salesforce.com, Pega systems, Kana, QPC, Blue Prism, Verint,
NICE , Nuance, In Vision, Eptica, Dimelo and Do you Dream up.
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The information contained in this document is proprietary. Copyright © 2014 Capgemini. All rights reserved.
Business Need
The existing ‘contact centre’ model is under huge pressure to be both flexible to adopt new
lower cost channels, and also rigid enough to seamlessly absorb without impact to existing
services or increases in cost to serve. The business need for contact centre transformation
services may comprise:
Identification & delivery of citizen experience improvements: there is an ongoing challenge
to deliver improved citizen experience. Key considerations are:

Accessibility to services across channels and devices.

Service ease of use.

Customer centric staff and people.

Easy to use and intuitive systems.

Personalised service.
Identification & delivery of operational efficiency improvements: ongoing improvements to
operational efficiency can lead to better citizen service and a reduction in costs. Key operational
efficiency considerations may comprise of:




Improved resource management & reduction in call handling times:
o
Effective training and knowledge management leading to reduced handling times.
o
Using effective demand forecasting and improved staff scheduling to optimise
resourcing.
Supporting citizens to migrate to lower cost channels:
o
Effective self service capability driving resource efficiencies through reduced human
transaction.
o
Introducing mobile apps, self service web portals, blogs and community forums.
Process improvements:
o
Driving (routing) workload to the most skilled an proficient resources.
o
Simplified processes (driven by customer insight).
o
Continual improvement initiatives identifying process and resource efficiencies.
o
Optimum site location and site mix (co-location with other Government services).
Using technology to automate processes and drive operational insights:
o
Analytical tools identifying areas opportunities to improve customer journeys.
o
Introducing self service tools such as open menu IVR, knowledge management and
voice biometrics.
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The information contained in this document is proprietary. Copyright © 2014 Capgemini. All rights reserved.
Improved staff engagement & retention: improved staff engagement can lead to a reduction
in churn, and retention of knowledge. Focus areas to deliver greater engagement can comprise
of:

Flexible working through effective staff scheduling.

Coaching and staff development.

Staff empowered to make decisions.

Employee contribution to continual improvements.
Capgemini has experience in delivering citizen contact centre transformation across both public
and private sectors.
Our Approach
The Capgemini approach for deliver customer contact transformation can align to the project
lifecycle. As appropriate Capgemini would use an Agile deployment approach and the Customer
Value Prototyping (CVP) methodology.
Depending on individual needs, a key input to the Contact Centre Transformation offer would be
the Digital Customer Experience (see separate GCloud offer) documents (customer vision,
channel strategy, customer profile etc.). These would help shape the objectives for the contact
centre transformation project by putting the citizen at the heart of the service, describing the
purpose for the contact centre channels, which citizens would be the main customers and how
they interact with contact centres.
Review
The initial Review phase would review and evaluate the existing ‘as is’ customer contact
capability, encompassing baseline metrics, operational processes and customer sentiment, and
compare against industry best practice. The scope may comprise of:

Operating model, inclusive of service and channel strategy.

Technology and platform.

Governance and performance management.

Employee engagement.

Location and scale.
Design
The key elements of the Design phase would be to design the business and technology
architecture for the new solution, and to understand what programme and transformation
capability needs to be in place for effective implementation. Activities may comprise of:
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The information contained in this document is proprietary. Copyright © 2014 Capgemini. All rights reserved.

Business case definition.

Programme design and governance.

Evaluate and identify the specific citizen contact needs and objectives Design the ‘to-be’
citizen contact operating model inclusive of KPI management.

Define strategy for centre location and regional capability.

Definition of business and user requirements.

Technology selection and solution architecture design.

Creation of people engagement deliverables: change impact assessment, Training Needs
Analysis (TNA), training plan, communications plan and resource model.
Build
The Build phase would focus on technology build and test as well as preparing staff for launch of
new processes through training and knowledge share. Depending on the Government needs, it
may be appropriate to create live test environments such as Model Office, Proof of Concept or
Pilots. Activities may comprise of:

Technology build, configure, user acceptance testing and cutover.

Delivery of staff training.

Model Office (if required): creation of standalone test environment to allow employees to test
design, provide feedback, and provide suggestions as to how best to engage the business
moving forward.

Proof of Concept (if required): opportunity to test the technology solution in a live
environment, may be used in conjunction with new business processes or released in a
dormant state to check there is no disruption to other systems.

Pilot (if required): roll out of solution to ring-fenced live site to check both the solution and the
business processes in a constrained environment.

Build and launch new strategic location (if required).
Implement & Adopt
Adoption would focus on the solution going live and then effective rollout across the estate. Key
to this phase is the ramp up of technical functionality, deployment of trained resource and
communications to enable effective employee and citizen engagement with the new capability.
Activities may comprise of:

Technology solution go live and ramp up.

Deploy new operating model, launch new roles and processes.

Fully trained resource in place to support new processes.

Deployment of external communications and marketing.

Ramp up activity in new strategic location (if required).
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Optimise
Based on performance metrics and employee feedback Capgemini can iterate elements of the
Design, Build and Adoption phases to optimise the people, process, technology or data
elements of the solution. Activities may comprise of:

Analyse and refine new customer insight generated through the deployed citizen contact
solution.

Develop capability driven by captured insight.

Drive continual improvement initiatives.

Release advanced features and capability.

Expand staff population in strategic location to projected capacity (if required).
The approach described above outlines generic components of a citizen contact programme.
Capgemini would collaborate closely with Government stakeholders to create a programme that
met their needs and objectives. Capgemini’s deep experience in technology transformation
programmes means that we have expertise across the range of these programme lifecycle
activities. At the heart of our approach is the value we place in collaboration - working with
Government stakeholders to enable the Design, Build and Adoption of the citizen contact
service has shared ownership, and therefore maximum impact.
Service Management
This service can be delivered as a defined project or on a day rate basis.
Pricing
This service is priced in accordance with the SFIA Rate Card attached. Capgemini can also
provide offshore resources at reduced rates where appropriate. Projects can be priced either on
a Time & Materials or Fixed Price basis, subject to negotiation.
Ordering and Invoicing
Please refer to the Supplier Terms for this service.
Termination Terms
Please refer to the Supplier Terms for this service.
Page 7
The information contained in this document is proprietary. Copyright © 2014 Capgemini. All rights reserved.
Further Information
For more information about any
[email protected]
of
our
G-Cloud
services,
please
contact
Page 8
The information contained in this document is proprietary. Copyright © 2014 Capgemini. All rights reserved.
About Capgemini
With more than 130,000 people in over 40 countries, Capgemini
is one of the world's foremost providers of consulting,
technology and outsourcing services. The Group reported 2013
global revenues of EUR 10.1 billion.
Together with its clients, Capgemini creates and delivers
business and technology solutions that fit their needs and drive
the results they want.
A deeply multicultural organisation, Capgemini has developed
its own way of working, the Collaborative Business
TM
®
Experience , and draws on Rightshore , its worldwide delivery
model.
®
Rightshore is a trademark belonging to Capgemini.
More information about our services, offices and research is available at
www.uk.capgemini.com
The information contained in this presentation is proprietary and confidential.
Rightshore® is a trademark belonging to Capgemini.
© 2014 Capgemini. All rights reserved.

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