Scenario 3

“I am part of a new business venture that requires a world class customer contact centre to be established. We started 3 months ago and I need to grow the centre from its current 50 staff to 200 in the next 12 months. Where should I and my new management team concentrate our efforts to ensure we get off to the strongest possible start and lay the right foundations for the future?”
(Managing Director, Marketing Services venture)

The management team of this new venture set out knowing that they wanted their business to be widely acclaimed as being “excellent”, but found it difficult to define what that excellence would look and feel like. They all knew what performance standards were required from the outset, but they couldn’t define the other necessary points of difference by referring back to their previous roles in major contact centres! They had all joined because they shared the high ambition, but building an organisation that will deliver excellence was a daunting challenge.

They chose to use the Excellence Audit to survey the core team, investors, managers, and key staff and used the seven elements of Future Shape of the Winner model to compile a holistic description of the excellent business they wanted to build together - tangibles and intangibles. Their centre development plans have been modified to incorporate these defined ambitions. Recruitment of the next tranche of supervisory staff is now proceeding against newly defined requirements.

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