by Jessica Pulley | Nov 7, 2023
About the Engagement
The client is a public benefit corporation responsible for public transportation in New York City. The engagement team was procured to develop staffing options based on potential future-state considerations such as consolidating call types and changing shifts to optimize for seasonal demands.
Business Problem
The client needed to understand customer service and staffing implications for the potential to consolidate up to seven call centers; and, for how best to optimize staffing shifts throughout the year.
Challenges
One challenge was ensuring consistent data from each source, or call center, to ensure all options were generalizable based upon each center’s context. Another challenge was ensuring up-to-date deliverables as questions arose from the client to always ensure that the assumptions and recommendations were aligned to the state of the data.
Project Impacts and Outcomes
The engagement team worked with the client to gather, analyze, and normalize call center data to develop flexible staffing models. Through this process, the engagement team supported the client in developing multiple options and assumptions based on relevant data, with the goal of assessing the best option(s) for the client. These efforts provided the analyses to determine the best strategy to reduce physical space needs, while providing strong customer service.
by Jessica Pulley | Nov 7, 2023
About the Engagement
During the rollout of the Affordable Care Act, three co-branded health insurance companies were developed across three states: New Jersey, New York and Oregon. The business model and operating model leveraged by these companies outsourced front-office and back-office vendors – from sales and billing and enrollment, to claims and medical management. The insurance companies required strategic, analytical and facilitation support to help navigate critical issues with their shared business model.
Business Problem
The route of the business problem was the need for a common strategy; however, a strategy that supported differentiated leadership, independent implementation, and oversight for each company.
Challenges
One problem was the lack of a clear customer service strategy and operating model. The next challenge was technology considerations (e.g., Customer Relationship Management (CRM)) and whether this should be shared across vendors between the three companies, and the last challenge was a consideration of the customer life cycle, specifically customer transaction (engagement) and the impact this had to staffing for each company.
Project Impacts and Outcomes
The engagement team led and facilitated the three health insurance companies to develop a shared customer service strategy and operating model, providing clarity on the shared goals and objectives. From there, based on industry standards and enrollment estimates with sensitivity analysis – the team developed a comprehensive staffing model from sales to customer services. The result was that the engagement team launched the three co-branded health insurance companies with 12 outsourced call centers in 9 months, with a daily call volume of 10,000+ and 200,000 total members being served. The outsourced vendors had a shared understanding of the complex operating model for three separate but co-branded companies; the call centers and back office-maintained service levels agreements, and the staffing model estimations were accurate.
