Case Study
Scaling for Growth
The Client
$350M manufacturer of industry-leading, energy-saving products with 650 employees worldwide.
The Situation
A new CEO had just joined and set a goal of growing the business to $1B in the next 5 years, but he had concerns about their operational ability to meet that goal. Kimberly was brought in to assess the customer experience and business operations and provide recommendations for helping the company scale to the $1B goal.
The Approach
Kimberly began by conducting one-on-one interviews with close to 60 key employees throughout multiple departments. She then used the Ready for Change™ framework to create a detailed assessment of the organization’s readiness based on her findings.
The assessment confirmed for leadership that the current, manually-intensive work processes would not be sustainable if revenue doubled.
The company now has a clear, viable plan for a transformation that will allow them to scale for growth without having to exponentially increase headcount to reach the $1B goal.
Case Study
Optimizing for Efficiencies
The Client
The North American (NA) division of a €5B global information services provider with 3 distinct business units in the US.
The Situation
Each US business unit had standalone customer operations organizations, but none had kept up with evolving customer expectations. The NA CEO saw that a customer operations transformation was needed to optimize resources and meet the needs of a more digitally savvy customer base with the hope that synergies between the three teams could be created.
The Approach
Kimberly conducted a thorough assessment of the current situation through one-on-one interviews and intensive documentation. Once she identified their key challenges, she created a comprehensive strategy focused on a new vision of operational excellence and led the organization through the transformation process.
Case Study
Merger Integration
The Client
The B2B division of a global wireless telecom provider based in the US after 2 of the top 5 wireless companies merged to become “NewCo.”
The Situation
The two, previously separate B2B divisions, needed integration to sell and serve customers as a single group, but neither had been prioritized in their organization and were woefully behind competitors in customer experience. NewCo chose to use this opportunity not only to combine the two divisions but also to transform its operations with more convenient, customer-centric automation.
The Approach
Kimberly began by unearthing the current state of each organization through multiple group meetings. Using progressive questioning and open dialogue, she was able to determine which front-line issues were critically impacting the bottom line of the organization. She and the leadership then formulated and executed a robust, data-driven strategy that emphasized best practices over past practices.
Once completed, the transformation:
- Improved the team’s Willingness to Recommend score from customers by 5.5 percentage points
- Increased overall customer satisfaction with customer service by 12 points
- Improved first call resolution by 14 percentage points
- Reduced the total call-in rate by 3.9 percentage points
- Shifted phone-centric service and device ordering to online ordering for improved experience and efficiencies
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