The Challenge: One of our clients was introducing a new technical product range that would require a change in working practices to provide 24/7 support. On the face of it, a call centre operating independently from the smooth day-to-day running of the main company seemed like the obvious thing to do. We ran research and found that end-customers wanted to experience what we termed 'the whole brand experience'. Rather than being diverted to a customer service agent who knew little about the company overall, customers wanted to interact with 'the essence of the company'.

The Solution: We set up a cross-functional team with representatives from each department within the company. Using a combination of action learning sets, product training and individual coaching we devised new working processes and practices, which we mapped into a project management and delivery plan.

The Result: Flexible working practices were introduced into the company, which employees saw as innovative and responsive to their work/life needs. When surveyed, employees said they felt an increased sense of loyalty to the company. We found that this attitude had translated into improved customer care. After one year customer comments included: 'Now I really feel that I am talking to someone who not only knows what he is talking about, but who cares too'.