Industry: payment, Business Process Outsourcing (BPO)
Objective: leverage profitability
A legacy payment BPO provider intended kick of a growth initiative by forming a new business unit, leveraging customer value of the BPO-process data for B2B clients through the application of Data Science and Management Information Systems (MIS).
To succeed, thorough knowledge about legacy IT processes had to be allocated to the new business unit. In parallel, new competencies with regard to Data Science, consulting and MIS had to be found and acquired.
Initially, cultures clashed, when unconventional Data Scientists, started sharing offices with compliance driven legacy IT specialists. However, to take advantage of the dynamic spirit of the new employees, without losing the experience and engagement of the legacy employees, a “six eyes” policy was established.
Any given initiative, customer facing or internal, required a sponsor from each of the three teams. A member of the IT processes team, a sales consultant and a Data Scientist, irrespective of hierarchies, had to back the project. The team leaders were explicitly excluded from the process.
Here through, employees were forced to (a.) seek for advice and support from neighbouring colleagues, (b.) convince by arguments, as hierarchies were excluded from the process and (c.) conclude a joint pitch, as the full team of sponsors had to pitch the project to the project committee.
Sense of ownership and responsibility for results and performance of the projects increased overall significantly. Internal communication performed excellent. Customer centricity increased, and sales was grown in a region of >30% over a period of three years.