SOC Case
Executive summary
1. Key managerial problems
Dispersed organization of call center is inefficient and reduces customer experience. By
building a state-of-the-art customer interaction network that centralizes all incoming calls,
customer experiences will be improved, and expenses will be reduced. This approach has
been proven to work in a European pilot, so the risk is estimated to be quite low (include
industry examples).
Gathering resources throughout the company may provoke resistance. Since the project
comes with a considerable investment, resources throughout the whole company are required.
This may provoke resistance, because business unit managers will no longer be able to spend
money on their own initiatives. In order to solve this, people should be made aware of the
potential financial benefits. In turn, reducing expenses enhances available resources, and
enables line managers to spend money on their own initiatives again. So, resistance will only
be temporarily, and if communicated effectively, resistance will not be very high.
Realization of benefits may occur too slowly. However, this would be the case in most
company-wide projects. An initial investment is always required, before the benefits appear.
Based on the European pilot, estimations of how quick benefits will be returned can be made.
It is unclear whether all involved groups are willing to adapt, due to cognitive models and
crusted thinking patterns. It is important that the change initiative will be championed by legit
and respected managers throughout the company. Sensegiving and sensemaking will assist in
this legitimation process. Coerced implementation can also assist in this issue, since this
forces adaptation. Potential resistance will be dealt with subsequently, when emergent
initiatives to adapt the implemented practices are embraced.
Sales and marketing may resist to losing the entrepreneurial spirit. Although the focus on
improving the customer experience may be in line with goals of these functions, they may still
resist change. Therefore, it is crucial to implement certain reward systems that will encourage
entrepreneurial initiatives. A corporate venturing model could assist in achieving this, and the
model could be funded by savings from the centralized call center.
2. Goals of the project
The goals are to, on a company-wide basis, (1) increase efficiency: reduce expenses
associated with handling and resolving calls, and (2) improve customer experience.
3. Realizable and lean set of actions through which change is realized
Acquiring legitimacy. Championing the initiative to the BPOC may assist in acquiring board
legitimacy. Since their advice is generally accepted, they may assist in acquiring legitimacy
throughout the lower levels of the company. In acquiring legitimacy, focus should be on the
goals of the project.
Overcoming resistance. The BPOC could assist in overcoming resistance, since their advice is
generally embraced throughout the company. Further, sensegiving efforts should focus on
goals. In addition, sensegiving efforts should clarify that an initial investment is required, and
Executive summary
1. Key managerial problems
Dispersed organization of call center is inefficient and reduces customer experience. By
building a state-of-the-art customer interaction network that centralizes all incoming calls,
customer experiences will be improved, and expenses will be reduced. This approach has
been proven to work in a European pilot, so the risk is estimated to be quite low (include
industry examples).
Gathering resources throughout the company may provoke resistance. Since the project
comes with a considerable investment, resources throughout the whole company are required.
This may provoke resistance, because business unit managers will no longer be able to spend
money on their own initiatives. In order to solve this, people should be made aware of the
potential financial benefits. In turn, reducing expenses enhances available resources, and
enables line managers to spend money on their own initiatives again. So, resistance will only
be temporarily, and if communicated effectively, resistance will not be very high.
Realization of benefits may occur too slowly. However, this would be the case in most
company-wide projects. An initial investment is always required, before the benefits appear.
Based on the European pilot, estimations of how quick benefits will be returned can be made.
It is unclear whether all involved groups are willing to adapt, due to cognitive models and
crusted thinking patterns. It is important that the change initiative will be championed by legit
and respected managers throughout the company. Sensegiving and sensemaking will assist in
this legitimation process. Coerced implementation can also assist in this issue, since this
forces adaptation. Potential resistance will be dealt with subsequently, when emergent
initiatives to adapt the implemented practices are embraced.
Sales and marketing may resist to losing the entrepreneurial spirit. Although the focus on
improving the customer experience may be in line with goals of these functions, they may still
resist change. Therefore, it is crucial to implement certain reward systems that will encourage
entrepreneurial initiatives. A corporate venturing model could assist in achieving this, and the
model could be funded by savings from the centralized call center.
2. Goals of the project
The goals are to, on a company-wide basis, (1) increase efficiency: reduce expenses
associated with handling and resolving calls, and (2) improve customer experience.
3. Realizable and lean set of actions through which change is realized
Acquiring legitimacy. Championing the initiative to the BPOC may assist in acquiring board
legitimacy. Since their advice is generally accepted, they may assist in acquiring legitimacy
throughout the lower levels of the company. In acquiring legitimacy, focus should be on the
goals of the project.
Overcoming resistance. The BPOC could assist in overcoming resistance, since their advice is
generally embraced throughout the company. Further, sensegiving efforts should focus on
goals. In addition, sensegiving efforts should clarify that an initial investment is required, and
