Imagine a customer’s experience: they want to upgrade their internet package.
They start with the mobile app, but the process fails and directs them to the website. On the website, they find a completely different price and set of conditions, and to clarify, they are advised to call the call center. The call center agent cannot see the website’s offer and asks the customer to visit the nearest service center with their ID. At the service center, they are required to fill out a paper application form.
A single, simple request has turned into a frustrating, multi-channel nightmare for the customer. For the company, it means that one simple request was touched by several different departments and systems, catastrophically increasing the cost of serving that one customer.
This is the main internal problem of the modern telecom company: we offer customers a digital facade (an app, a website), but behind it lies an outdated, fragmented, and analog foundation.
The Diagnosis: The Anatomy of Internal Inefficiency
This internal chaos is the result of several systemic diseases:
- Channel-Based Silos: The company is organized not around customer needs, but around service channels. The “Digital Team” manages the app, the “Retail Team” manages the branches, and the “Call Center Team” manages phone support. They have their own budgets, their own KPIs, and most importantly, their own disconnected processes and systems.
- Duplicated Functions and “Shadow Processes”: Because central IT systems are slow and inflexible, individual departments create their own micro-solutions. The marketing team has its customer database in an Excel file, the sales team has its own CRM, and the billing system has a third version. This leads to massive duplication of functions, inconsistent data, and wasted effort.
- Process “Spaghetti”: Over the years, new processes have been layered on top of old ones without any fundamental redesign. The result is an incredibly tangled web of processes where no one can see the full picture. A simple request is forced to navigate a labyrinth of approvals, manual data re-entry, and information hand-offs between departments.
- Measuring the Wrong Things: The company measures channel success (e.g., “average call duration” in the call center) instead of measuring customer satisfaction (e.g., “time to resolve the issue”). This incentivizes departments to “pass the problem” to someone else rather than solving it themselves.
From a Map of Chaos to Harmonized Operations: Our Model for Real Optimization
True process optimization is not a cosmetic fix of individual procedures. It is a surgical analysis of the company’s operating model and its complete redesign around the customer. Our methodology involves three stages:
Step 1: End-to-End Process Mapping and Value Stream Analysis
We don’t just study one department. We assemble a cross-functional team and literally follow the customer’s path—we map out critical processes (like “New Subscriber Activation” or “Package Change”) across all channels and departments. We use the Value Stream Mapping method to identify every single step in the process. For each step, we ask the question: Does this step create value for the customer? Or is it internal bureaucracy, waiting time, error correction, or a redundant approval? This method helps us visually separate value-adding activities from wasteful ones. The result is a “Map of Chaos” that makes the scale of the problem undeniable to everyone.
Step 2: Designing the “To-Be” Process and Harmonizing Channels
Once we clearly see where time and resources are being lost, we begin designing the future, ideal process with the team. This isn’t about minor adjustments; it’s about fundamentally re-imagining the process from the customer’s perspective. Our goal is to create a seamless omnichannel experience. The customer should be able to start a process in the app and finish it in the call center without having to explain everything from the beginning. This requires:
- Creating a single, standard process for each key request, which will be identical across all channels.
- Integrating the underlying systems so that the call center agent knows exactly what the customer did on the website moments before.
- Eliminating duplicated functions and defining a single owner or “source of truth” for each function or piece of data.
Step 3: Phased Implementation and a New Measurement System
It’s impossible to fix everything at once. We select one high-impact, problematic process (for example, the fault resolution process) and implement the new, harmonized model for it first. This creates a quick win and demonstrates the value of the new approach to everyone. In parallel, we work with management to introduce customer-centric KPIs. We start measuring metrics such as:
- First Contact Resolution (FCR): What percentage of issues are resolved during the very first interaction, without a transfer?
- Customer Effort Score (CES): How easy was it for the customer to get their issue resolved?
- End-to-End Cycle Time: How much time passes from the customer’s initial request to its final fulfillment?
This shifts the company’s focus from optimizing internal channels to optimizing the customer’s experience.
In Conclusion
A modern digital experience cannot be built on a foundation of outdated, fragmented internal processes. Internal chaos will always leak out and frustrate the customer. True process optimization is not about minor cost-cutting. It’s a deep, surgical analysis of how yAxen actually works and redesigning it around the customer. We provide the methodology and expertise to map the chaos, design a harmonized future, and manage the complex transformation that turns that future into a reality.
