The 6 Steps

 

How do we take our ageing CPE based Unified Communications and/or Contact Centre to the cloud, and why would we do it? These are questions for many of our customers that come to UC Architects for answers. In every case, we adhere to a proven 6 step process that allows us to quickly gauge where they are in the journey and more importantly, where they need to be. It starts with the Gap Analysis.   

Here we spend a great deal of time understanding the goals and current strategies of the business and operation. Whether private enterprise or government service, the process is the same resulting in a unique outcome. We then set to work, identifying and documenting the current state. Using existing proven templates, evolved over many engagements, we work through a detailed checklist identifying all existing technology and functional features along with a continuum for a future state. The key is identifying what new technology and practices are required to meet future needs. Once the Gap Analysis is complete, we propose a High-Level Architecture, which will assist in identifying the most appropriate proposals from Carriers, Technology Vendors and Integrators. Only at this point will you have the basics needed to effectively communicate to the market exactly what is required, thus setting a definite challenge for transformation.   

Going to market with a clearly defined Gap-Analysis and High-Level Design typically shaves weeks off any Pre-Sales engagement saving time and money for all concerned. RFP’s are usually still required for final selection; however, the right choice between two or more technically complex proposals can be daunting without a robust process and set of tools for screening. We show you how to prioritise, rate, trial and ultimately negotiate the best deal. We teach our customers how to apply a weighted analysis to each response that quickly exposes the best fitting solutions proposed. Are we looking at “Leading Edge” or “Bleeding Edge” technology? If the latter, then a Proof-of-Concept is usually in order which we often assist with.   

Now, what about implementation? Haven’t I just outsourced it to the vendor or reseller? Empowered by this new information, along with a proven process, the majority of our customers are prepared to manage themselves through this period of tremendous change. However, some may lack the required skills or cannot spare the resource. Whether we engage to manage the project or not, don’t forget you are replacing the whole front door of your organisation, and nobody knows it better than you do. So, don’t be tricked into being told how technologists should run it. Technology is merely a tool used to facilitate an outcome. An outcome that you should control. Embarking on such a large project while keeping the organisation running is no easy task, so making sure you have precise functions with defined ownership and commitment by all concerned within your organisation is key to success. What does success look like to my business?  

Defining success starts at the beginning and in most cases is well documented. Many of us will recognise a successful outcome for many behind-the-door reasons, but the truth of the matter is; we must be able to clearly articulate a successful outcome to our executives that steer the organisation, and for that to occur, we must be able to measure it. Most Contact Centres have many tried, proven and well-defined KPI’s used to manage the staff and associated customer satisfaction. Excellent Customer Satisfaction comes from delivering a good Customer Experience (CX). Good CX depends on above-average Staff Engagement. With happy customers, we should grow the business and improve profitability?  Our Customers still say there is a lot at play here, so how do we measure it all? The first step to anything is to realise the challenge and plot a course to the desired outcome. Too many times in my career have I seen a solution implemented with no thought on how we measure success until the executive signing the cheque says; “How much money is this new project saving me?” then we all scramble for answers.  

Data Analytics now becomes your friend, along with some simple upfront planning. Answering these simple questions before you implement will get you where you need to be in advance: 

 

What data do I need?

  • Performance 
  • Financial 
  • RealTime 
  • Historical 

Where is it? 

  • Core CC technology 
  • Survey Tools 
  • Staff Engagement/Gamification Technology 
  • Contact Sentiment-Analysis Technology 
  • CRM/CSM Technology 

How do I visualize it in an automated fashion? 

  • How do I share the data? 
  • How easy is it to drill down to detail when needed? 
  • What Industry Standard KPI’s out of the box and what do I need to customise?