A unique opportunity arose within the customer contact centre to bring new energy to strategy and collaboration. During this process, the whole group built a shared vision of the future, a strong work culture and realistic action plans that will further drive change.
De Bijenkorf is a premium department store known for exceptional service and a high-quality brand experience. Customers are seen as guests and attention, quality and personal service are key both online and in shops.
The customer contact centre plays an important role in this. The recent decision to insource all employees created a unique moment to build a strong internal culture and an organisational strategy that matches the brand's ambitions.
The customer contact centre was going through a period of great change. New colleagues streamed in, appointments were renewed and it was a logical time for the organisation to think about the future of the service area.
The question was how the group of team leaders, planners, coordinators and managers could become more involved in strategic forward thinking and learn to have conversations together at the strategic level.
In addition, concrete action plans were needed to help translate the strategy into day-to-day work. These plans had to be realistic and fit within the busy operation of the contact centre.
The central question was: how do you create direction, team strength and ownership in a team in the middle of a major organisational change?
Together with an agile coach from De Bijenkorf, GroupMapping designed two sessions focusing on strategy, collaboration and work culture.
In the first session, the focus was on understanding and living through the strategy for the customer contact centre. The group translated this direction into concrete action plans and made visible what is needed to realise the ambitions.
In the second session, plans were reviewed and recalibrated. Participants had discussions about roles, responsibilities and the desired working culture. What works well now and what elements are needed to realise the new vision?
The group made joint agreements on how to work together. Think about how decisions are made, what is expected from each other and how people address each other in daily practice.
The approach helped the group to think strategically, develop ownership and plan realistically. The customer contact centre gained direction and a common story that connects them.
The sessions produced four key outcomes:
