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.
