A drawing of a person working at their computer, surrounded by phone call symbols that are connected to various shapes.
Case Study

Choosing the best organizational model for a call centre function.

Inflection Point

Our client’s in-house customer-facing call center was a critical customer touchpoint. Two years earlier, call volumes were low, and easily handled by a small in-house team. However, as sales volumes tripled and with future growth on the horizon, the organization needed to make a step change to meet current demand and be ready for continued growth. Our client faced a critical tension between the high touch customer experience an in-house call center offered, and the scale and efficiency available through outsourcing.


We partnered with the organization to design a future state that would both delight customers and make sense for the organization. Through cross-stakeholder workshops, we built an ideal state map of the call center customer experience. The map included customer and internal touchpoints and actions, technology requirements, process flows, and call data predictions.

Against this ideal state, we pressure-tested the benefits of the in-house and outsourced models. With alignment from cross-functional stakeholders, we provided final recommendations for the call center and an outline of all artifacts, requirements, and capabilities. We also delivered call scripts and customer consent forms to enable the chosen future-state.


Human-Centred Design
We leveraged customer journey mapping and interaction design to identify customers’ most valued elements of call centre interactions. Taking a customer-centric view led us to recommendations that enabled scalability and flexibility for the organization, while delivering the most salient aspects of customer experience.

Mapping served as a crucial communication and decision making tool that aligned multiple stakeholders to strategic decisions. Stakeholders had productive conversations where assumptions were made explicit because of the visualization of complex models.


We guided our client to a solution that worked best for the organization and customers. What really mattered to the customer experience was the warm interaction between callers and agents. Therefore, elements like call scripts and customer forms were kept in-house.

Our client garnered support from their cross-functional stakeholders and leadership because communication and collaboration were sensitively built into our process. We also moved the strategy into practical implementation by making the call scripts and related forms, allowing our client to hit the ground running with the new model.

Our process enabled us to leverage specific benefits of both models for our final recommendations.