During a network switchover, a telecommunications company experienced a tense operating situation. The technical service department received a large number of complaints, delivery and fault clearance times increased and customer and employee satisfaction fell. Even before the incident, the company had identified potential for optimization in the management of service operations. Now the need to introduce new processes to better manage future requirements and the situation became clear. There was also an urgent need to better manage volumes and complaints in the technical field service.
The company engaged the interim manager for service operations to normalize the operating situation and realign the technical customer service at the same time.
New operating model for sustainable management
In critical operating situations, it is important to act immediately. The interim manager's approach was therefore two-pronged.
1. analysis of the operational situation based on the current key figures and derivation of priorities to calm the situation: in addition to the technical priorities and management impulses, it was also necessary to support internal employees, managers and internal and external partners.
2. design of a new operating model for holistic management: this involved analysing processes, decision-making paths, cooperation (internal/external), key figures and much more. The technical challenge was to sustainably improve the management of the company, which was associated with a major change.
New digital management platform creates transparency and flexibility
The interim manager developed new management models based on his analyses. A digital management platform now creates new and far-reaching opportunities to react quickly to changing conditions. In addition, the interim manager expanded the range and depth of the KPI setting. The KPIs in turn flow directly into the management models.
The interim manager also realigned the "Field Service Operations" organization, i.e. the technical field service. This included a customer-focused process design, new areas of responsibility and a new, more flexible working hours model. The teams were reorganized for this purpose. The interim manager succeeded in concluding all the necessary works agreements, thanks in part to proactive communication with the works council.
Operating model successfully integrated into Group processes
The challenges of the task also included making the new operating model understandable and ensuring acceptance. It was also necessary to ensure that the new processes could be seamlessly integrated into the large company's downstream processes. The result was an operations service with a clear focus on the customer. The new operating model has sustainably improved processes, organization, management and performance.
