 
        
        
      
    
    Best Practices for
Tech Transformation
in Contact Centers
        Define 
your goals
      
      Define success with partners based on your needs.
        Use 
proof-of-concept
for new architecture
      
      Test when tech is unproven; optional if widely adopted.
        Be the driver 
of your roadmap
      
      Don’t outsource strategy.
Own Your Strategy
Clear uses cases and strategy ownership are your friends.
Ownership every stage
        Prove 
the value
      
      No one invests without ROI.
        Balance 
ambition with feasibility
      
      Pay attention to the results timeline.
        Respect 
all four phases
      
      
        • Planning & partner selection
        • Contracting & staging
        • Implementation
        • Ongoing operations
      
        Factor in 
your future operating model
      
      Plan for new admin and support processes.
Build a Realistic Business Case
ROI-driven planning.
Careful planning early drives effective outcomes
        Understand 
total cost
      
      Implementation + expenses + resources.
        Contract 
for flexibility
      
      Consider the knowns and the unknowns.
        Future-proof 
your partnership
      
      Incorporate exit strategies into your planning.
Smart Pricing Models
Clear uses cases and strategy ownership are your friends.
Contracts should protect you, not just the vendor
Vendor Selection
Choose partners that work like you.
        They solve 
problems, not just sell tech
      
      A good partner is solution-oriented, not sales-driven.
        They are committed 
to the results you need
      
      All parties have a common understanding of resources and timeline.
        Their ways 
of working match yours
      
      Business agility is key, whether it’s waterfall, agile or wagile.
Great sales pitch doesn't mean great partner 
Prioritize Change Management
It’s never too early to start.
        Go beyond 
communication
      
      Change is about aligning audiences, behavior and processes across groups.
        Be realistic 
about talent
      
      Train what you can, contract or hire what you can’t. No hero models.
        Define 
ownership early
      
      Define what CX manages vs. what requires IT.
Transformation fails if people don’t change how they work
        Crucial for 
large organizations
      
      Shared platforms require shared rules.
        Define 
decision rights
      
      Agree on how changes, fixes and enhancements get prioritized.
        Align 
across groups
      
      Governance allows for fairness and consistency over time.
 
                         
            
              
            
            
          
               
            
              
            
            
          
               
            
              
            
            
          
               
            
              
            
            
          
               
            
              
            
            
          
              