Case Study: Building Shared Services at RR Communications
Introduction
In the contemporary business era, it seems imperative for any organization to identify the need for change. Sometimes, the current system cannot be sustained due to a lack of competitive advantage and the increasing cost of the company. Stakeholder integration in any business change is also essential to streamline the vision and formulate an effective strategy. In this study, the focus is on RR communication, which is focusing on building shared customer service. Of course, it is a new project, and the organization has to contain some strategic considerations accordingly. The most important thing is to indicate the feasibility of the project, which can set the foundation for the new shared service center.
1-Advantages of a single customer service center for RR Communications
Developing the new customer service center at RR communication is a big challenge. However, the company has the potential to establish it and gain several benefits. Interestingly, the IT leader and directors have expected these benefits.
By establishing shared customer service, the company will be in a better position to standardize customer services. It seems a shift from decentralization to centralization. It can also help the company to reduce the cost of the customer services in each business unit (McKeen & Smith, 2014., p. 180). One of the most significant advantages that this company can get is the foundation of further products and services. Shared customer services will improve the customer experience and traffic. Based on the new data, the company can develop new service segments in the competitive telecommunication industry. The significant advantage is to increase the customer experience by resolving issues or problems in terms of billing and troubleshooting when using telecommunication products and services. It is a fact that it is a way to standardization and simplification, which can facilitate the company in reducing the number of suppliers. The vision of Roman is to enable the centralized business to enhance the visibility of cross-sales, and ultimately, it can create a positive impact on the business expansion. The shared system will help to bring accountability and transparency. Also, business or software regulators can get pertinent information regarding business activities. Thus, it can be said that legal integration can become more viable or predictable by developing or establishing a shared customer service center. The single customer service center in the company is beneficial to the perspective of customers. For Instance, in different business units, standardization is not in the spotlight. With standardized customer service, customer satisfaction can be achieved. Interestingly, the single customer service center can open new ways for the company management in terms of customer satisfaction and product development. In this standardized function, the company can shape customer satisfaction measures as well (Bryan, 2019., para 6). Based on it, better customer decisions are to be made, which have not been experienced before. Incredibly, the new single customer service center will help Roman and Vince to idealize the customer experience and set the foundation for getting a competitive advantage (Bryan, 2019). Therefore, it seems better for the company management to perceive the new service center as a business opportunity, as the difference can be made incredibly. All these advantages are to be streamlined in the company before the implementation of the strategy, as it can shape behavior and intentions or critical stakeholders, including directors and presidents (McKeen & Smith, 2014).
2-Implementation Strategy for Shared Customer Service Center
The implementation strategy for a shared customer service center must be shaped. It has been revealed that individual presidents always resisted Roman’s approach in terms of new business and IT developments. Remaining in their business units is still in their comfort zones, and they don’t want to get out of this. However, the most integral part of the strategy is to conduct multiple meetings and share the vision. IT leaders must create the vision and share it with all key stakeholders to create urgency. Another aspect of the strategy implementation is to increase remuneration for these key stakeholders, as it can enhance the visibility of motivation. In the strategy implementation process, the firm must eliminate problems of DIOs in the internal business environment. Being kings in their kingdom was destructive for business. Therefore, by removing issues or difficulties of DIOs, smooth implementation may occur, which is favorable for the company. The best thing that Roman and Vince can do in the strategy implementation is talk in the language of the business instead of being very technical for all key stakeholders. The company may carry both business and IT goals in this project, and the integration must be understood in business meetings (McKeen & Smith, 2014., p. 181). Instead of taking drastic steps, the company management needs to take tiny steps to make this change process less risky and acceptable for both internal and external stakeholders (Alzaydi, Al-Hajla, Nguyen, & Jayawardhena, 2018).
The best thing that the company may consider is to combine all divisions and have a large pool of information. The large pool of data can assist in finding new business opportunities in terms of IT development. In the strategy implementation, business leadership must idealize cost structure. For Instance, Roman and Vince must agree that the new IT system or customer service center can reduce the cost of the business. Accordingly, cost measures must be developed by the management of the company to make the strategy and implementation feasible. When intending to develop an IT system or customer service center, there is a need to come up with some key security measures as well. Significant investments should be considered to ensure the safety and privacy of customer data in a centralized unit. Another integral part of the strategy implementation is to get reviews from both internal and external business environments. Reviews regarding shared customer service from customers and internal stakeholders can assist in improving customer service and business image in the competitive landscape. The business leadership or management has to execute new procedures or frameworks in the implementation process, as cost-effectiveness is also one of the most prominent priorities (Goldenberg, 2008).
3-Supporting Vision with a Decentralized IT Function
It is not possible to support vision in the decentralized IT function. IT is a fact that the decentralized IT function can justify a separate vision for each unit, which may cause a considerable downturn in the business in the competitive landscape. The company management has to choose decentralization or centralization methods to achieve different business outcomes. In the decentralized business, presidents or directors are resisting due to their comfort zones or preferences. Thus, centralization is the best approach in this regard to share the shared vision. Having multiple business units in the telecommunication industry is valuable. However, the lack of shared vision in the business as a whole can be destructive. The decentralized IT function cannot support the vision in this company due to contradictions over customer service, business objectives, and strategic priorities. The case also revealed that the reporting relationship in the organization is also weak in the decentralized IT function (McKeen & Smith, 2014). Presidents were not able to come forward and talk about the possible change, as far as increasing customer issues and costs were concerned. It has also been revealed that the politics were fierce in decentralized IT function, and suppliers would also resist when integrating with the new vision. Developing the vision and creating urgency in the internal business environment is possible in a centralized structure. Business dynamics become different in separate IT or business units, and the company is well aware of it. Therefore, RR communication must come up with a new approach to streamline the vision. As mentioned, in the current decentralized IT function, vision cannot be supported. Individual divisional success is not always in favor of the business, which intends to develop a centralized customer service center. For Instance, if RR communication shapes a new vision regarding the possible IT and business integration, it may lose control of daily business activities in a decentralized structure (Garage, 2016). The vision cannot be supported in decentralized IT function because different business divisional strategies contradict with the vision. Roman and Vince knew that they might lose the more substantial interest of RR communication when intending to support the vision in the decentralized IT function. When dealing with an immense range of customers in the telecommunication industry, the management has to make bold decisions in emergency cases. In a decentralized IT function, vision cannot be rationalized to make further decisions. These are some key reasons behind the lack of support for vision in decentralized IT function. It indicates that the centralized IT function is the best choice for RR communication (Cramm, 2008).
Conclusion
In the end, it is to conclude that RR communication has the potential to get rid of problems or issues and integrate with future business opportunities. Developing a new customer service center in a centralized structure is possible if IT teams and divisional directors support the vision in this context. In this extensive case study analysis, advantages of a single customer service center are elaborated along with valuable insights. Apart from it, traits for strategy implementation have also been noted, which is helpful for RR communication management. In the last section of this case study report, a lack of support for vision in a decentralized IT function is examined. These insights provide a road to solutions for RR communication.
References
Alzaydi, Z. M., Al-Hajla, A., Nguyen, B., & Jayawardhena, C. (2018). A review of service quality and service delivery. Business Process Management Journal, 24 (1), 295-328.
Bryan, J. (2019, February 22). 5 Characteristics of the Best Shared Services Centers.
Cramm, S. (2008, July 22). IT Centralization or Decentralization?
Garage, G. (2016, September 23). 8 Pros and Cons of Decentralization.
Goldenberg, B. J. (2008). CRM in Real Time: Empowering Customer Relationships (1 ed.). Information Today, Inc.
McKeen, J. D., & Smith, H. A. (2014). IT Strategy: Issues and Practices (3 ed.). Pearson.
