A Taligens Case Study on Business Transformation
A major Chinese recruitment company was approaching a tricky IT migration. They faced a tight schedule, large penalties for late completion, and a highly competitive environment where customers fled to competitors after poor service. Our client lacked practices to agilely respond to this fast paced, high stress, complex situation, that was highly siloed with communication practices. Customer issues were recorded by service representatives, and IT had their own criteria for prioritizing these issues. Customers were never informed if or when their issue would be resolved, often having to call back for updates. Finally, the culture showed a high deference to existing hierarchical roles. Managers were resistant to skirt their hierarchy in any way, even if it meant faster resolution of a customer issue. Often, complaints superseded action.
We helped the company design and implement a successful migration of their platform. We put in place three new roles: one to manage the migration, another to manage the end to end satisfaction of the company’s customers, and a third to manage the satisfaction of the IT department’s internal customers. We trained each of these individuals to make, and deliver on, strong commitments to their customers. We cultivated new moods of responsibility and care for their customers. Finally, to break a cultural style of complaints and bickering, we put in place a set of new practices andprocesses that allowed mid-level managers to go beyond the hierarchies and coordinate with their peers in other departments. The culture of complaint was traded for one of action, conversation, and resolution in an environment where people felt empowered and trusted to act. The integration was delivered on time. The company paid no fines and retained all key customers.
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