mission de management de transition : Create an IT support service center

Taieb

Taieb

An IT engineer, Taieb is above all a manager marked by agile approaches. He says he has learned two lessons for designing and managing organizations: focus on customer needs, and progress step by step for greater responsiveness. Pragmatic and diplomatic, he also embodies this approach with his teams: he knows how to promote customer orientation and the fluidity of processes.

A major international telecom group wanted to create an IT support services center for the entire group, both its employees and its network of proprietary and franchised stores.

The aim is to pool support services that were previously fragmented between different regions and departments. The service center will be the single point of entry and will meet the needs of over 15,000 users.

Client issues

Increase internal satisfaction by 25%

by aligning the service level of employees with that of customers

Optimize the efficiency and costs of multiple dedicated client services

by pooling resources and rationalizing the use of external service providers

To offer the network of stores a total continuity of service

no more sales should be lost due to technical problems

Transition Management

Taieb created and then managed a reference support center in Europe

for the world's number 2 microcomputer manufacturer, renowned for its customer service

Selected for his methodological skills (Agile method),

in project management and customer loyalty (NPS)

Experienced in change management and team support

he has deployed in France, Spain and Switzerland practices at the cutting edge of service quality

Content of the mission

I was appointed manager of the new service center and member of the group's IT management committee. After a short integration phase, I organized the collection of objectives and needs with the various user departments.

I designed a new organization that brought together the seven pre-existing customer services and redefined the internal and outsourced perimeters (front office and "Single Point of Contact" in particular).

Within the new team, I design, deploy and industrialize ITSM tools and processes, as well as customer loyalty metrics

A l’issue d’une mission de 12 mois, je passe le relais au nouveau directeur du centre de services que j’ai aidé à qualifier.

At the end of a 12-month mission, I passed the baton to the new director of the service center that I helped to qualify.