About and FAQ

>>About and FAQ
About and FAQ 2018-06-01T19:44:56+00:00

Practical Solutions to Tough Contact Center Challenges

Practical means getting your contact center systems you already own running stability and set up optimally for your operation. Practical means making only changes that fit your operation. Practical means putting your people back in control and in a position to manage going forward.

I work with you to provide substantial improvements that are measurable and obvious to your staff, your management and your customers.

Jerry Sokol – Principal of Biz Meets Tech

Jerry Sokol April 2017

As someone who started with a blank page and created multivendor award winning products in the contact center market, I have a level of expertise that few can match. 

Creating a successful product takes a deep knowledge of contact center principles, the vendor’s platforms, and the IT environment.  Understanding the true needs of the contact center, and how they are not being met is vital – which can only happen through effectively working with real world centers with real world problems.  And finally, making a product stable across many environments takes an understanding of the myriad of conditions that can stress and ultimately take down a production environment.

With Biz Meets Tech, I’ve worked mostly with operations that had a track record of disappointment with their vendors and other consulting organizations.  My engagements addressed their chronic issues, and put them back in control of their systems.

I speak in the language of all of your stakeholders, from agent to senior executive.  I can understand their reality because I’ve lived it.  Take a look at my LinkedIn profile for more.

Frequently Asked Questions

Biz Meets Tech FAQ
In most cases yes. But, I can’t do it alone. I need access to the your key stakeholders, from senior level to the agents themselves. I will work with your call center and technical people (whether in-house or external) to design any changes, which they will implement with my guidance.

This results in changes that your people understand, and can manage themselves going forward. I freely share my knowledge with your teams. Though it is not the main goal, your staff indirectly get expert training, and usually can manage by themselves going forward.

If the issues fall outside my range of expertise, I will tell you at the outset, and if I can refer someone who can do the job well, I will.

In most cases, yes.  Most platforms are stable once minor changes are made.  Instability is most commonly due to inappropriate configuration and/or improper handling of high call loads.  Network issues and misallocation of system resources can be contributing factors. On some systems, insufficient or misallocated licensing can manifest as stability issues.

Your people ARE technically capable of making the changes.  There is inherently nothing difficult about contact center technology, and if they can set up your networks and servers, and take care of your CRM system – they can manage this.  But there is a vast amount of domain specific knowledge.  I can provide the expert knowledge and guidance to do it correctly.

Frequently, at the end of my engagements the customer confidently takes over the system and is self-sufficient.

Standard consulting engagements are built to quickly achieve consensus and apparent progress through milestones (and progress payments), but at the expense of true understanding of all the issues. Simply putting representatives from all sides and having them discuss what they want almost always leads to dangerous assumptions, late project surprises, scope changes, and rarely gives the desired results.

My approach and methodology dramatically improves the success rate of projects.  It brings out the truth from your business and technology stakeholders as well as the needs of the end customer at the project outset.  I wear many hats, including technology and business expert, customer proxy, translator, ombudsman, noise filter – whatever needs to be done to fully define the work and build trust between all stakeholders.

At every step, there are mechanisms to validate the developing solution and uncover, as early as possible, any mistaken assumptions.  And, at every step, up to and including delivery, the stakeholders know what to expect.

I am certainly conversant in them, and if this is what you would like, I can help.  But, I would advise against this approach.  You will not get a great contact center by solely implementing best practices.

Some best practices are obvious and common sense if you think in terms of your customers.  Which is what you should be really doing.

Some “best practices”, if improperly applied, can actually hurt your customer care.

What I see missing is practical analysis, guidance and changes that serve your end customers and suits your business goals, your operations and your technology.  This is what I provide.

No.  Virtually all call center platforms can run well.  Far too many are not set up to meet the current needs of an evolved business.  As a result, they run poorly.

Unless your business needs have fundamentally changed, my recommendation is to get what you own today working to its potential before looking at new technology.  More than once, I have seen customers considering purchasing new technology, not realizing that they already own something that will do what they want.

I receive no compensation from any vendor and have no vested interested in selling you technology. However, if your system won’t do the job, I will let you know early on, and specifically where it is deficient.

Through sometimes painful experience, I’ve learned that contact center process changes can’t be made successfully until the underlying system works properly and fair measurement is in place.

If the system is unstable, if calls are constantly getting lost or landing in the wrong department, if nobody trusts the numbers, if agents are working around the system just to do their job – a process change should not be taken on.  Because, your existing processes evolved to adapt to the realities of your system.  Staff will resist as they fear the new processes will break what works.

Once the system is operating as well as it can using existing processes, and the stakeholders have experienced positive change, then further gains are possible through process improvement.  I will highlight potential process changes through the engagement, and would be more than happy to assist with them at the appropriate time.

To an outsider, what’s wrong appears obvious.  But even a troubled operation is functioning, and is doing some things well.  Understanding what is working well today is vital, and must be understood and accounted for in any changes.  Otherwise, it is likely that what works well today gets broken, and you will be exchanging one set of problems for another.