AFRICAN BANK
Do Better Together: A culture journey
Project Scope
Leadershift
Change Management
Culture
Customer Care is People Care
Project Scope
Leadershift
Change Management
Culture
Vodacom Customer Care call centres service tens of thousands of people every single day. Every interaction is an opportunity to leave a customer delighted, or create a devastating ripple of discontent. For a red-hot customer-centric culture to take flight in over 5300 hearts — in the thorny frontline environment of customer care — is a challenge. Now comes the impossible: At the time of contacting TPA, Vodacom had five outsourced call centre business partners, who made up the bulk of their customer care team.
How do you create heart-driven ambassadors of the Vodacom culture, to fuel remarkable, unified customer service, across six autonomous organisations?
You call on the culture leaders! Working closely with Vodacom, TPA developed a spirited service culture change journey. Baseline metrics focused our effort on shifting the dial on engagement and the employee and customer Net Promotor Score. LeaderSHIFTs brought together leaders from all six organisations and sparked minds, hearts and strategy buy-in. It was an experiential, human process that saw Vodacom bring business partners on as exactly that — partners, in service and innovation. In just under a year, we forged alliances between disparate organisations nationwide and embedded a solution-driven service culture of care and connection.
It starts on the inside
The success of an outstanding service organisation is no secret: It is the level of commitment people bring to work. Value drives customer satisfaction, and value is provided by productive, loyal and enthusiastic employees. To provide an excellent Vodacom customer experience, we had to provide an excellent Vodacom employee experience (whether you were directly employed by Vodacom or not).
Know where you are, to know where to go
The service profit chain is a pivotal strategy tool that puts hard values on soft measures, to reveal the unbreakable links between employee satisfaction, customer satisfaction and profit. We measured across the service profit chain — from manager metrics to market share — to zero in on problem areas. Dashboards were created for all business partners, constant updates kept leaders up to speed, and metrics sparked urgency to drive change.
Give people a voice
Across Vodacom and its five business partners, 177 leader champions were upskilled to become service culture ambassadors and conduct cascade sessions to the 5300+ audience. Sessions were active and playful, with the intention to communicate, connect and land core behaviours for each employee to bring to every customer interaction. An integrated comms campaign and open space conversation boards kept thousands of people informed, engaged and enabled — ready to play their part in the conversation.
Impactful. First call resolutions, service levels and manager metrics were up! The dial shifted dramatically on eNPS as more employees than ever before became Vodacom promoters. Notably and critically, tNPS was up! Customers felt the shift, the energy and the service!
People activated across 6 organisations
Percentage increase of manager index
Percentage rise in engagement
Percentage increase of eNPS
Percentage increase of tNPS!