Project Prioritization: Contact Center Automation (part 1 of 4)

Getting projects prioritized, especially IT projects, is a challenge faced by many in the contact center industry. With limited resources and numerous competing priorities, it can be difficult to capture the attention of decision-makers and secure the necessary approvals. Navigating these obstacles requires a clear strategy, persistence, and a thorough understanding of how to position your project effectively.

Having spent 26-plus years in the contact center industry, our expert, Jim Simmons, founder of Queueless and former VP of Productivity and Initiatives of Synchrony Financial, has encountered these challenges firsthand. This article seeks to consolidate his learnings and offers a roadmap to help others in the industry gain the necessary support for their IT projects.

Getting your project prioritized requires a clear definition of the business case, a thorough gap analysis, strategic alignment, and early engagement with your IT department. While the process isn’t always straightforward and may involve setbacks, perseverance, backed by data and a solid network of support, will significantly enhance your chances of success. Be prepared to refine your plan, engage with various stakeholders, and adapt as you move forward.

How did you develop your Business Case for implementing Intradiem?

Although I was a proponent of the product, the broader organization was not convinced of the value it offers. I often heard comments like, “We already do all of this” or “How does this benefit the company beyond just WFM?”. This mindset was tough to break, and the initial push to prioritize the project didn’t gain much traction.

However, when the pandemic hit, and we transitioned to a 100% remote workforce, the value of Intradiem became very clear. With thousands of agents now working remotely, we no longer had the ability to manage them by looking across the call center floor. It was critical to find a solution that provided visibility into our operations across our now widely dispersed workforce. It’s not that the product ONLY had value post-pandemic. It’s just that the pandemic opened our eyes to the gaps and limitations of our existing processes and technologies.

How did you go about performing your Gap Analysis?

Performing a gap analysis was relatively straightforward, as the data showing our current limitations and their financial impact was readily available. However, I knew that presenting the data clearly and concisely was essential. I focused on comparing our current state—how we were leveraging agent time against the opportunities for off-phone activities like training and coaching—with the potential improvements we could achieve through automation.

Once I had clearly defined our current performance and showed what we could achieve with automation, the numbers spoke for themselves. The gap analysis provided an objective look at our current inefficiencies and demonstrated the significant improvement automation could offer.

It was also at this point that I involved IT in the discussion. Not only to understand our current state of technology but also to understand what was on their plate and ensure we were aligned in our strategic vision. Your IT department can be one of your greatest allies. They not only help you get your project prioritized but also provide valuable insights into technical feasibility, security, and potential roadblocks.

“Once I had clearly defined our current performance and showed what we could achieve with automation, the numbers spoke for themselves. The gap analysis provided an objective look at our current inefficiencies and demonstrated the significant improvement automation could offer.”

– Jim Simmons, Founder of Queueless and Former VP of Productivity and Initiatives of Synchrony Financial

Was it difficult for you to find a strategic initiative with which to align your project?

In my case, I had the advantage of senior leadership asking me to look at ways to improve operational efficiency, so my project naturally aligned with a broader strategic initiative. However, I realize this isn’t always the case for everyone and I think it’s another opportunity to engage with your IT department early. Find out what strategic priorities they have and determine if there is alignment. Also, almost every company will have some strategic initiative that touches on improved efficiencies, employee experience and/or customer experience and if you’re not already thinking about those when planning your project, you could be setting your project up for failure.

What was the cost of inaction when you were considering Intradiem?

The cost of inaction was built into the gap analysis, but it was essential to highlight that Intradiem was not just about short-term gains in efficiency. Implementing Intradiem was critical for our long-term strategy, ensuring that we were positioned for the future of workforce management.

We needed to demonstrate that, without automation, we risked falling behind the industry putting our position at risk. Leveraging machine learning, AI, and automation isn’t just about improving efficiency; it’s about shaping the future of customer and employee experience in an organization. In my mind, failing to account for any of these in a long-term strategy puts a company at serious risk.

“The cost of inaction was built into the gap analysis, but it was essential to highlight that Intradiem was not just about short-term gains in efficiency. Implementing Intradiem was critical for our long-term strategy, ensuring that we were positioned for the future of workforce management.”

What data was most important to supporting your project?

Data is the backbone of any successful project proposal. For me, data represents the facts as they exist. I could intuitively explain the operational inefficiencies we were facing, but without quantifying them, it was difficult to convey the urgency. The data that allowed me to put a value on the opportunity was specific to Idle, Completion Rates (training, coaching, etc.), and Shrinkage. Once I had it compiled it really helped the decision-makers understand the magnitude of the problem.

So, how did you pull it all together to convey the need?

Telling the right story and engaging the right stakeholders are vital. In my experience, it’s critical to know who your advocates and detractors are from the start. Involve IT as early as possible, as they will play a crucial role in both planning and implementation. Building a strong relationship with IT can turn them into key advocates for your project, helping you navigate the technical and logistical challenges that inevitably arise.

Additionally, visualizing the data and tailoring your message to different audiences is essential. Not everyone in the organization will understand the technical aspects of the project or the intricacies of workforce management, so you need to communicate the value in a way that resonates with each group. For example, the agents, WFM teams, and senior leaders all have different priorities, and I made sure to survey and engage each group to understand their needs and align the project’s benefits with their expectations.

Conclusion

Getting your IT project prioritized requires a clear definition of the business case, a thorough gap analysis, strategic alignment, and early engagement with your IT department. In my experience with Intradiem, these steps were crucial in building a compelling case and navigating the complexities of the corporate environment. Remember, perseverance, data, and the right support network will increase your chances of success. Be prepared to refine your plan, engage with various stakeholders, and adapt as you move forward.

Read the series – Project Prioritization: Contact Center Automation

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Getting Your Project Prioritized: Lessons from Experience