Case History
HSBC CTS
Client situation
The Director of CTS UK was charged with increasing sales income by £50m while containing cost growth to £5m in 18 months by undertaking a major rationalisation of call centres, involving over 5500 people and 10 locations. While the CTS Director felt that the rationale for change was clear and understood at Head Office, he feared that regional differences would prevent the change from completing successfully within the necessary time window.
The Director of CTS UK was charged with increasing sales income by £50m while containing cost growth to £5m in 18 months by undertaking a major rationalisation of call centres, involving over 5500 people and 10 locations. While the CTS Director felt that the rationale for change was clear and understood at Head Office, he feared that regional differences would prevent the change from completing successfully within the necessary time window.
Client problem
To conduct a significant structural and cultural change, against a backdrop of regional non-alignment, whilst increasing performance year on year, and at the same time retaining and developing the human capital.
To conduct a significant structural and cultural change, against a backdrop of regional non-alignment, whilst increasing performance year on year, and at the same time retaining and developing the human capital.
What we did
Supported the Director of CTS to:
Supported the Director of CTS to:
- Formulate a compelling vision for globalisation of call centre functions, and enrol the top team
- Synthesise the various requirements of the regional call centre operations and craft a collectively beneficial charter for going forward
- Co-ordinate the implementation of global reorganisation and change against a clear transition plan
- Make collective and individual leadership changes against a clear set of guidelines
- Make relevant, effective, tactical decisions during the process of change to deliver maximum success
- Celebrate early wins to further encourage change
Results
Income targets for the year following the programme exceeded target by 41%.
Income targets for the year following the programme exceeded target by 41%.
"We had a proven setup and approach working in the UK which looked set to generate continuing growth - our challenge was to understand the vastly diverse conditions and pressures in our operations overseas and somehow co-ordinate, centralise and standardise, without squashing creativity - while at the same time expanding our ability to lead and manage at a distance.
Inspiring Change made the change issues clear and easy to address, and helped us find creative solutions.
Not only did my team and I succeed in a very difficult globalisation exercise, we exceeded our performance targets and were left with more competent and well resourced managers and staff."
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