ICCCA

A True pioneer of our local industry. Thank you Gareth Pritchard for your contribution in leading the charge! Debby Webster Divinia Fernandes Esch Alvin Shanmugam Lynnette Morris Traci Freeman (she / her) Rod Jones Nicky Toulouras Roz Broome Clayton Williams Shaheed Hendricks Nezaam Joseph James Vos Mayoral Committee Member for Economic Growth

Did you know that digital transformation is reshaping the future of work in the Global Business Services (GBS) sector, with customer-centric innovation leading the way? In today’s rapidly evolving business landscape, digital transformation isn’t just a buzzword—it’s the key to unlocking new efficiencies, especially in the GBS sector. Whether it’s AI-driven automation or leveraging data analytics to improve decision-making, the workforce is shifting towards roles that require a blend of technical expertise and customer-centric problem-solving. One of the most significant trends emerging from this shift is the integration of AI and automation into everyday workflows. This doesn't mean human roles are being replaced, but rather enhanced. In fact, companies that prioritize workforce development in line with digital transformation are seeing increased employee engagement and retention, as workers are being upskilled to use advanced technologies effectively. Take for example customer-centric innovation, which is placing the customer at the heart of every business decision. Companies that adopt this approach are not only improving customer satisfaction but are also gaining deeper insights into consumer behavior, enabling them to tailor their services and support with precision. Future of Work in GBS: The future of work in the GBS sector is hybrid, combining the strengths of human intuition and empathy with the processing power of AI. In this model, teams collaborate across digital platforms, allowing for greater flexibility, global talent sourcing, and an unyielding focus on delivering value to the customer. As we navigate through these changes, one thing remains clear: those who invest in digital tools, workforce development, and customer-centric innovation will not only stay ahead of the curve but will lead the transformation in the GBS space. Let’s engage and discuss: What role do you think workforce development plays in ensuring the success of digital transformation in your organization? Share your thoughts below! Alvin Shanmugam Miemsie Visser Divinia Fernandes Esch Gavin Atkinson Traci Freeman (she / her) Nicky Toulouras

Is the Call Center Industry on the Brink of Extinction? Now that I’ve got your attention, let’s dive in! I know, I know—you're probably inundated with articles about AI and its impact on customer service. But here’s the thing: our industry is at a crossroads, and it’s time we start paying attention. We have two options: we can kick back, relax, and risk becoming the next dinosaurs (and we all know how that story ends) or we can evolve and rethink how we operate. This shift isn't just relevant for call centers; it affects all the supporting teams and the industry as a whole. Picture this: agents evolving into highly skilled professionals capable of tackling those complex customer queries that self-service options and AI just can’t solve. It’s time to say goodbye to Average Handling Time (AHT) metrics—those days are numbered. Our focus should be on genuinely resolving customer issues, especially when they finally reach out for human help. What does this mean for the future of agent roles? These positions won’t just be entry-level anymore; they will demand skills, experience, and emotional intelligence (EQ). Are you already investing in building these capabilities in your team? And let’s not forget about Quality Assurance. Is it enough to just ask, “Was the call resolved?” Or will we need deeper insights through speech analytics to truly understand customer interactions? If you’re not already leveraging these tools to drive meaningful change, you might find yourself on a similar path to extinction. I could keep going, but I’d rather spark a conversation. How do you see our industry adapting to these changes? What steps are you taking to ensure we don’t fade into obscurity? Share your thoughts below—I’d love to hear your insights! #CustomerService #CallCenterEvolution #AIImpact #LetsTalk

As the landscape of the Global Business Services (GBS) industry evolves, we’re witnessing an exciting array of emerging technologies that promise to reshape customer experience in the next five years. Which technology do you believe will have the biggest impact on customer experience? AI and Automation: Revolutionizing efficiency and streamlining processes for a seamless customer journey. Predictive Analytics: Anticipating customer needs and behaviors to deliver tailored experiences. Omnichannel Communication Tools: Unifying customer interactions across platforms for a consistent and engaging experience. Machine Learning for Personalized CX: Creating customized experiences based on individual preferences and history. Vote for the technology you think will lead the change in transforming customer experience in our industry. Comment below with your choice and share why you believe it’s the game-changer we need! Your insights are invaluable. Let’s spark some conversations!

Is Your Contact Centre Measuring What Truly Matters? As an Independent Consultant in Contact Centres and Customer Experience, I often encounter a puzzling trend: many centres emphasize KPIs that inadvertently undermine exceptional Customer Experiences. We see the typical metrics—Speed to Answer, Average Talk Time, Schedule Adherence, and more. But let’s dive deeper into Average Talk Time. Why are we fixating on a number that doesn't elevate the customer's journey? Customers crave clarity and solutions, not speed. They want to engage with a Consultant for as long as necessary to achieve resolution, preferably in a single interaction. Imagine being a customer feeling rushed while seeking answers—it's frustrating, right? Research reveals a powerful link: for every 1% increase in First Contact Resolution (FCR), there’s a corresponding 1% rise in Customer Satisfaction (CSat). Conversely, focusing on quick handling times often leads to the opposite effect. So, where should our focus lie? FCR and genuine Customer Satisfaction. This requires a meticulous examination of interaction data to identify issues that require escalation or additional support. If we can equip our Consultants with the right tools and training, we can empower them to resolve queries on the first contact—delivering immediate gratification for customers instead of transferring them around. During recent Customer Experience training sessions, this topic sparked lively discussions. Many worry that improving FCR might require hiring more Consultants, thus extending average handling times. But here’s the catch: happy, well-trained Consultants often lead to efficient resolutions without needing a larger team. With the right training, Consultants can master call control, ensuring effective interactions while maintaining satisfaction—resulting in reduced call times in the long run. Organizations that have embraced this shift report 5% to 10% improvements in Customer Satisfaction with the same team size! Plus, enhanced staff morale and decreased absenteeism are just the cherry on top. In today's competitive landscape, it’s essential to pivot toward true customer-centricity. Let’s measure what really matters to our customers and foster environments where both customers and Consultants thrive! What steps are you taking to shift your KPIs towards Customer Satisfaction? Share your thoughts below!

Here's my ask, " which one are we? When we look back 20 years, in the year 2044 what do you as an industry player want to be known as? When you look at your current offering in its entirety, what defines you best in your present day? The choices are as follows GBS - Global Business Services BPS - Business Processing Services BPO - Business Process Outsourcing Here’s a breakdown of the terms: 1. Global Business Services (GBS): GBS refers to a centralized and integrated service delivery model that provides various support functions across an organization globally. It covers a broad range of services, such as finance, human resources, IT, procurement, and customer service. The goal of GBS is to create efficiency by leveraging global synergies, standardizing processes, and improving agility. 2. Business Processing Services (BPS): BPS focuses on the outsourcing or internal handling of specific business processes such as payroll, accounting, or customer service. It can be industry-specific or process-specific and includes handling day-to-day operational tasks to free up the company's resources for core activities. BPS is often a broader term used to describe the overall service delivery of these business processes. 3. Business Process Outsourcing (BPO): BPO is a subset of BPS, where a company contracts a third-party provider to manage certain business functions or processes. BPO focuses on offloading specific tasks (e.g., customer support, payroll processing) to external vendors to reduce costs and improve operational efficiency. In SUMMARY... - GBS encompasses multiple support services across a global scale within an organization. - BPS refers to the execution of business processes (either in-house or outsourced). - BPO is the act of outsourcing specific business processes to third-party providers, often as part of a BPS strategy. I can throw in a fourth one... But let's first settle this one. So devote some thought to this and let's define the space we operate in. GBS, BPS or BPO... what say you? Let's see your votes and the floor is open for comment. Mushfiq

Mental Health Matters: A Critical Focus in the GBS/BPO/CX Sector As we recognise Global Suicide Prevention Month, it's vital that we take a moment to reflect on the importance of mental health in our sector. In the fast-paced and pressurised world of GBS, BPO, and CX operations, where we constantly strive for excellence, it's easy to overlook the mental well-being of ourselves and our teams. However, our people are the foundation of our success, and prioritising mental health is not just an option – it's a necessity. Here are 5 key things ICCCA suggests considering in support of mental health in the workplace: Open Conversations: Encourage a culture where mental health is openly discussed. It's crucial that team members feel safe to share their struggles without judgment. Workload Management: Ensure that workloads are realistic and manageable. Overburdened teams can quickly burn out, impacting both productivity and morale. Access to Support: Make sure your team knows about the mental health resources available to them – whether that's professional counselling, wellness programs, or peer support networks. Flexibility Matters: Life happens. Realistic, flexible working hours or hybrid working model options can alleviate some of the stress that comes with balancing personal and professional responsibilities. Lead by Example: As leaders, showing vulnerability and prioritising your own mental health sends a powerful message that it's okay to take care of oneself. Let’s collectively be the change we wish to see and create a space that values not only the results but the well-being of the people behind those results. How are you supporting mental health in your team? Let’s share insights, experiences, and strategies to foster a healthier workplace. #MentalHealthMatters #GBS #BPO #CX #GlobalSuicidePrevention #PeopleFirst Traci Freeman (she / her) Miemsie Visser

Inclusive Leaders is the new order of the day. In today’s dynamic workplace, leadership is evolving beyond traditional models, with a new emphasis on inclusivity. What truly sets apart an inclusive leader? This thought provoking article “what makes an inclusive leader,” from Harvard Business Review, delves into this pressing question through the lens of award winning DEI (Diversity, Equity and Inclusion) leaders. Through structured interviews with 40 individuals from various sectors, the authors reveal the 5 key behaviors that shape inclusive leadership, offering valuable insights for those looking to foster more inclusive environments. So, has inclusive leadership just become another buzz word? What inclusive leadership behaviors are you practicing or striving to implement? We’d love to hear your thoughts on the topic. Roz Broome Divinia Fernandes Esch Debby Webster Miemsie Visser Gavin Atkinson Alvin Shanmugam Traci Freeman (she / her) Lynnette Morris MushfiQ Hopkins🇿🇦

As we draw to close on Woman's Month... How do we celebrate Men's Month? How do we honor those great men... Give us your suggestions.